TALENT ASSESSMENT:
HELPING ORGANIZATIONS
UNLOCK OPPORTUNITIES
IN COMPLEX
TALENT ECOSYSTEMS
TODAY’S SPEAKERS
Marie Holmstrom, Ph.D.
Director
Talent Management &
Organization Alignment
Pamela D. Whelton
Executive Vice President & CFO
Finance and
Administrative Services
South Shore Health and
Educational Corporation
Gus Bentivegna
Client Relationship Director
& Senior Consultant
Chris Small
Deputy CEO
Saville Consulting
EXPERT
Inspirer
Instructor
Machiavellian
Transformer
Situational Leader
Coordinator
Facilitator
Crisis Handler
Hubristic
Logical
Charismatic
TRANSACTOR
Administrator
Entrepreneurial
Intellectual
Revolutionary
Management-by-Exception
Networker
Visionary
PLANNER
Emergent Leader
Gritty Growth Leader
Servant Leader
Laissez-Faire
ICONIC LEADER
Participator
Task Leader
PERSUADER
PEOPLE LEADER
Enthusiast
Change Agent
PRINCIPLED
Supporter
Authentic
LEADERS, LEADERS EVERYWHERE … HOW DO WE KNOW
WHICH TYPE OF LEADER IS BEST?
Adaptable
ENERGIZER
TECHNICAL LEADER
Toxic Leader
Controller
Dominant
Strategic
Consulter
Innovator
3
ASSESSING LEADERS FOR THE TYPE OF IMPACT NEEDED
Applies expertise and deep
knowledge. Uses strong
analytical and reasoning
capability. Investigates and
solves problems using
specialist expertise.
Handling a wide range of
people issues across teams
and functions. Interacting
assertively with people to
achieve results. Understanding
and adapting to the needs
of others.
Impact created through:
 Managed Risk
 Service & Product Delivery
 Expert Reputation
Professional
Driving success, change and
growth. Seizing commercial
opportunities and outperforming
competitors. Generating
imaginative solutions and a
long-term vision.
Impact created through:
 New Product/Markets
 Organizational
Transformation
 Organizational Growth
People
Pioneering
Impact created through:
 Engagement
 Successful Teams
 Communication
SAVILLE ASSESSMENT TALENT CYCLE
SAVILLE WAVE MODEL
STRENGTH OF WAVE
WAVE STYLES QUESTIONNAIRES
 Wave is the most powerful personality questionnaire for
predicting performance and potential
 Wave is the only questionnaire to identify the alignment
between work motives and talents
13 mins
Participants complete a freechoice rating task (Normative)
and a forced-choice ranking
task (Ipsative) which, together,
highlight any potential
candidate response distortion.
40 mins
 Utilizes both ratings and rankings to provide a more
accurate measurement of response style
 A wide range of reports can be generated to support
different applications
SWEEPING MARKET CHANGES
ACA and regulatory
complexity
Aging workforce and
critical-skill shortages
Changing distribution
channels, including
exchanges
Changing payment
and risk structures
Disruptive
competition
Emerging
consumerism
Integrating providers
and insurers
Physicians’
evolving roles
Evolving care
delivery models
Provider alignment
and continued
consolidation
Technology’s
expanding role
Personalized,
precision medicine
We are transforming to a
continuum of care that filters our
patients through ascending
levels of care. There is a
centrifugal force at play
embodied in the concept of ‘right
time, right care, right cost.’
– Gene Green, CEO
SSH&EC
South Shore Health and Educational
Corporation (SSHEC) is a not-for-profit, taxexempt, charitable health system comprising
South Shore Hospital, Health Provider
Services Organization, South Shore Physician
Hospital Organization, South Shore Hospital
Charitable Foundation and South Shore
Physician Ambulatory Enterprise. It is the
leading regional provider of health care
services to the 700,000 residents of
Southeastern Massachusetts. SSH&EC is
governed by a ten-member Board, of whom
seven are community volunteers.
SOUTH SHORE HEALTH RESPONDING
POINTS OF ENTRY
ER
Cardio
PCP
BELOW THE
SURFACE
QUALITY OF CARE
“All patients,
regardless of point
of entry, require
easy access and
efficient
turnaround to
quality of care.
They must trust
that ‘under water,’
we are continually
auditing to ensure
that quality of
care.”
SOUTH SHORE HEALTH’S NEW OPERATING MODEL
Strategy
Finance
Legal
HR
Acute Care
Operations
Compliance
& Risk
Lean
Home &
Community
Health
Operations
Ambulatory
Operations
Marketing,
Communications,
Governance
Quality
Real Estate,
Facilities, Security
IT
LEADERS ARE REDEFINING THE “ECOSYSTEM” AT SSH&EC
LEADERSHIP
Business
Context
ALIGN
STRATEGY
BUILD
CULTURE
ENGAGE
EMPLOYEES
Delivering the
Transformation
PROFILE OF THE NEW CEO
PREDICTED CULTURE/ENVIRONMENT FIT
Based on extensive Saville assessment research linking the styles of individuals to
culture at work, this report highlights the aspects of the culture, job and environment that
are likely to enhance or inhibit Gene Green’s success:
PERFORMANCE ENHANCERS
 Where there are numerous opportunities for learning and extending one’s range of knowledge and skills
 Where there is an atmosphere of mutual trust, there is a high degree of tolerance and people are
considerate in their behavior towards others
 Where there are high ethical standards and people behave with integrity and discretion
 Where there is frequent change and the constant challenge of doing new things
 Where people listen to others and are sensitive to their differing needs and viewpoints
 Where people are encouraged to resolve conflicts quickly and a value is placed on being able to handle
angry and upset people well
 Where there is a strong strategic focus, it is seen as desirable to have a clear vision for the future and
strategic thinking capability is highly valued
 Where teamwork is encouraged and all relevant parties are involved in the decision making process
The transformation
is only in it’s early
stages but the
Wave predicts this
is the right leader
for the right role at
the right time
PROFILE OF THE TEAM
Providing the
team with
reassurance
and self-belief
Providing
support and
help to other
team members
Gets task
completed
efficiently to
deadlines
Pushes the
team towards
ambitious
achievements
Convergent
problem solving
OPTIMIST
ANALYST
SUPPORTER
INNOVATOR
FINISHER
RELATOR
STRIVER
ASSERTOR
Providing
creativity and
creative
solutions
Communicating
within and
outside the
team
Providing team
with direction
and focus
CURRENT & TARGET PROFILE OF SSH&EC EXECUTIVES
Current vs. Target Profile for Executives
High Zone
Mod Zone
Low Zone
10
9
8
7
6
5
4
3
2
1
0
Current Profile
Target Profile
RESETTING EXPECTATIONS
SSH&EC Leaders are
expected to create
impact through…
And create a culture
of…
 New service lines
 Effective coordination
 Anticipate patient needs
 Organization
transformation and
growth
 Diversity of thought
 Seize opportunities
 Engagement of the
workforce
 Authority and
empowerment
 Unify others around the
vision
 Inspiration and
confidence
 Inspire success
 Thoughtful execution
 Support one another
Thus, they ultimately
need to…
 Drive change
 Build talent
 Execute strategically
LEADER PLACEMENT POWERED BY ASSESSMENT ANALYTICS
ROLE REQUIREMENTS
Candidate Profile vs. Target Profile
Fit to Role
10
Fit to Role
 Now needing to co-lead with other Service
Line Presidents
9
8
7
6
 Leading the flagship hospital with
operational excellence focus
Risk
Risk
 System Leadership requiring collaboration
and relationship building
5
4
THE BET
3
 Individual is a key asset for the new CEO,
brings institutional knowledge and strong
operations focus
2
1
0
 Candidate has history of leading through
dominance, not collaboration
 CEO guiding the individual on leading in this
new reality… and the individual is responding
and making change
SSH Target Profile
Candidate for Service Line President
LEADER PLACEMENT POWERED BY ASSESSMENT ANALYTICS
ROLE REQUIREMENTS
Candidate Profile vs. Target Profile
10
9
 Forward thinking
 Leading change
Fit to Role
Risk
 Building coalitions
8
7
THE BET
6
5
 High on Creating Innovation
4
 High on Adjusting to and Leading Change
3
 Yet low on Building Relationship and not high
on Communicating Information
2
1
 Will require direction and coaching on
improving his ability to know and influence
his audience
0
SSH Target Profile
Candidate for Office of Strategy
WHAT’S NEXT IN THE TRANSFORMATION OF
LEADERSHIP AT SOUTH SHORE HEALTH
System Board
Assessment
& Team
Alignment
L1 Leader
Placement
L1/L2 360
Assessment
L2 Org
Design &
Leader
Selection
L1/L2
Individual
& Team
Development
6-Month
Check on
Leader &
Culture
Alignment
21