Becker's Hospital Review

20 CHRO How 3 CHROs spot — and stop — the 'mid-career stall' By Kristin Kuchno N early 22% of mid-career U.S. healthcare workers have hit a stall: employed but without a meaningful promotion or raise for five or more years, according to a recent study. ree hospital and health system chief human resources officers told Becker's how they are getting ahead of it. e warning signs of a "mid-career stall" oen appear early. Employees who hit a stall average 1.5 internal promotions and 30% wage growth in their first decade of employment, compared to 1.9 promotions and 71% wage growth for peers who kept pace, according to the researchers. e findings suggest that opportunities for advancement early in an employee's career may play a role in long-term growth. Greensboro, N.C.-based Cone Health is committed to cultivating a culture of lifelong learning for each team member and offers several growth-related programs, Michelle Adamolekun, chief people and culture officer, told Becker's. e leadership journey oen begins before a formal leadership role through the aspiring leader program, which invites emerging talent to explore and grow their leadership potential, Ms. Adamolekun said. "Our 12-month Cone Health Leader Experience — an immersive development program for every Cone Health Supervisor, Manager and Director — builds self-awareness, confidence and the people and business acumen needed to lead with impact," she said. e system also offers "SuperVision," which Ms. Adamolekun described as an experiential "breakthrough thinking" program where participants develop their potential to tackle real operational challenges through group capstone projects. "For our nursing team, the Executive Nurse Leadership Academy prepares selected nurses to become transformational leaders who elevate care, teams and communities," she said. "Our enterprisewide focus on leadership development is a major differentiator that allows Cone Health to attract and retain top talent." Western Reserve Hospital in Cuyahoga Falls, Ohio, also offers programs focused on mid-career development. To ensure its mid-career professionals continue to advance, the organization actively mentors emerging leaders by integrating them into critical organizational structures where they can participate and lead, Vice President and CHRO Heather Milicevic told Becker's. "A prime example is our Emergency Management Committee, a high- visibility group with a vital enterprisewide footprint that serves as an excellent proving ground for talent," Ms. Milicevic said. "rough these appointments, rising leaders gain direct exposure to senior executives and the Medical Executive Committee, building the crucial professional connections and project-level entry points necessary to showcase their strategic skills and accelerate their career trajectories." At West Burlington, Iowa-based Great River Health, intentional career conversations are prioritized as an integral part of its performance review process. Aer reflecting on past performance, leaders partner with employees to define future growth and development goals, CHRO Michael Yost told Becker's. "Insights from these discussions directly inform our systemwide succession planning and talent mapping efforts," Mr. Yost said. "We conduct regular talent calibration sessions that bring together HR and senior leaders to ensure visibility to high-potential employees and align development opportunities across the organization. is structured, proactive approach helps us keep mid-career talent who want to grow on a clear upward trajectory." n Children's Hospital Los Angeles exec heads to California hospital as CHRO By Kristin Kuchno L isa Joins has been appointed vice president and chief human resources officer of Henry Mayo Newhall Hospital in Valencia, Calif. She stepped into the role May 18. Ms. Joins brings more than 25 years of human resources leadership experience, according to a May 26 hospital news release. She most recently served as vice president for culture at Children's Hospital Los Angeles, where she oversaw human resources strategy and culture, organizational and leadership development, change management and coaching programs. Before joining Children's Hospital Los Angeles, Ms. Joins served eight years as executive administrator of human resources at Los Angeles-based Keck Medicine of USC. In that role, she oversaw all human resources functions across three hospitals and USC Care and Ambulatory Care Services. She also previously held leadership roles at Duarte, Calif.- based City of Hope and Cedars-Sinai Medical Center in Los Angeles. n

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