The Leadership Development Group Releases Guide on Talent Management Strategies For Post-Milestone Growth
*NEW YORK, NY / ACCESSWIRE / March 21, 2024 / *Securing a major acquisition, gaining FDA approval for a cutting-edge therapy, or obtaining Series C funding represent landmark moments for pharmaceutical, provider, and payer organizations. These triumphs come with nuanced challenges including how to integrate new teams while retaining core talent and how to sustain morale during rapid scaling. In The Leadership Development Group's (TLD Group) Maximizing the Magic of Milestone Achievements: Talent Management Strategies for Post-Milestone Growth, leaders from Kaiser Permanente, Nestlé Health Sciences, Walmart Health, Takeda, Jazz Pharmaceuticals, National Association for Healthcare Quality, and Humana provide their expert guidance on talent retention, recruitment, and engagement challenges, offering actionable strategies to not just manage, but excel, in the post-milestone phase. To download the Guide, click here.
"This guide, for leaders managing talent post milestones, focuses on assessing future talent needs, strategic talent acquisition, onboarding new hires to a company's culture, internal talent mobility, prioritizing DE&I initiatives, recognizing employee performance, and focusing on employee well-being," said *Tracy Duberman, PhD, President and CEO of The Leadership Development (TLD) Group*. "We thank our clients and partners, some of the industry's most renowned leaders, for providing their insights and impactful advice for other organizations to gain actionable solutions."
Seven leading human resource experts shared the following talent management strategies:
When asked about talent acquisition, Laurel Catlett-King, VP and Head of HR at *Nestlé Health Science U.S*., said, "We can only unleash the power of our talent if we first get our strategy and structure right - that means clarity of priorities, clarity of roles, and alignment on the capabilities required for us to achieve significant growth in the future."
*Kaiser Permanente's* former National VP of Learning and Development Bob Sachs, PhD, said the following when asked about assessing current and future talents needs, "While specific skills and experience are important for roles, when hiring we also look for individuals who demonstrate characteristics of learning agility, like curiosity or openness to diverse perspectives. We also reinforce these characteristics in ongoing development and coaching, while building other job essential skills."
Soujanya (Chinni) Pulluru, MD, Former Chief Clinical Executive/ VP of Clinical Operations, *Walmart Health* (Current Co-Founder, My Precious Genes), added, "Company culture is huge in how talent management happens. It starts at the top. Not HR but the CEO, and downwards. I've often found HR departments are weaker at establishing culture. It's usually the CEO or leaders in the C-suite that establish culture. Culture should be talked about and prioritized."
Erika Marder, Head of Global R&D HR, *Takeda*, said, "We have made hiring internally a priority for our organization by setting goals, measuring internal talent movement, and investing in technology that facilitates the matching of our colleagues' interests to available opportunities. However, measurement and tools only get you so far. We continue to focus on mindset and sharing of successful internal talent mobility stories so our colleagues at all levels can see the positive results of hiring internally."
When asked about diversity, equity and inclusion, Selena Yuan, Global Head of Talent Development, *Jazz Pharmaceuticals*, added, "Some of the direct impacts of DE&I initiatives tend to be reflected in employee engagement and sense of belonging. Many companies will make the connection. What I want to focus on, and will continue to advocate for companies to do, is to demonstrate the impact of DE&I on business outcomes, such as speed to market, patient access, and clinical trial inclusion."
Stephanie E. Mercado CAE, CPHQ, Chief Executive Officer *National Association for Healthcare Quality* (NAHQ), addressed the issue of continuously monitoring and recognizing team members performance. She said, " NAHQ has a new offering for healthcare organizations that creates sustainable solutions for quality. As we build that program, we're identifying new skills and hiring for them quickly. We are also realizing that giving any one person too much too soon may be a mistake."
Z. Colette Edwards, National Medical Director for Associate Health and Well-Being, *Humana*, commented on employee well-being and engagement. She said, "We need to have all levels of leadership held accountable for the health and well-being of employees in order to achieve sustainable business results. We gather and share aggregate data, develop concrete action plans, and weigh the responsibility materially in performance reviews and impact on bonuses, equity allocation, and other benefits."
"Given our focus on supporting organizations, teams, and leaders across the health ecosystem, we are no stranger to the impact any change has on bottom-line performance. At TLD Group, we have worked with many organizations who achieve important corporate milestones and those that succeed are prepared with a talent management change strategy," added Duberman. "I highly encourage all leaders to download this resource guide to benefit from our experience. Many valuable lessons are shared on how to celebrate success and drive engagement within a team, how to fuel strategic growth, and how to create and execute innovative approaches to identify and develop future leaders."
The Leadership Development Group is a global coaching and talent development consulting firm. Through its customized leadership solutions, TLD Group ignites leaders, teams, and organizations to align their passion to purpose to transform the healthcare industry. TLD Group works with the most influential players in the industry --- providers, payers, health systems, pharmaceutical companies, policymakers, health-adjacent, and those looking to disrupt. TLD Group's talent development solutions create leaders who are collaborative change agents capable of executing mission-critical organizational strategies.
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For further information, contact:
Amy Riemer, Media Relations
978-502-4895
amy@riemercommunications.com
*SOURCE: *The Leadership Development Group
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