What Does Talent Development Excellence Look Like in Healthcare?

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The ATD Excellence in Practice Awards program recognizes results achieved through the use of practices and solutions from the entire scope of talent development. Each year, citations are also presented to practices that have yet to demonstrate clear and measurable results, but that have strong evaluation plans, meet a demonstrated need, and have appropriate design values. Practices must be fully implemented to be considered. Citation winners are encouraged to seek an Excellence in Practice Award in a subsequent year.

The ATD Excellence in Practice Awards program recognizes results achieved through the use of practices and solutions from the entire scope of talent development. Each year, citations are also presented to practices that have yet to demonstrate clear and measurable results, but that have strong evaluation plans, meet a demonstrated need, and have appropriate design values. Practices must be fully implemented to be considered. Citation winners are encouraged to seek an Excellence in Practice Award in a subsequent year. 

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Here’s a look at two organizations in the healthcare realm that received citations this year.

Here’s a look at two organizations in the healthcare realm that received citations this year. 

Physician Leadership Development Program

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**Cigna

**Cigna

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**Bloomfield, Connecticut

**Bloomfield, Connecticut 

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Physician-leaders are increasingly tasked with dual clinical- and business-focused roles, yet the lack of leadership development programs for these highly qualified clinicians leaves many unprepared for high-level leadership roles. This program is a strategic response to the volatile changes in the U.S. healthcare environment to help offset the worldwide decrease in physicians.

Physician-leaders are increasingly tasked with dual clinical- and business-focused roles, yet the lack of leadership development programs for these highly qualified clinicians leaves many unprepared for high-level leadership roles. This program is a strategic response to the volatile changes in the U.S. healthcare environment to help offset the worldwide decrease in physicians. 

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As a direct result of this program, Cigna’s physician-leaders forged many partnerships and alliances within and outside the company, leading to greater efficiencies, improved working environments, and optimized patient care. Participants gained a competitive edge and reinforced their ability to deliver Cigna’s values and mission: to help people improve their health and well-being.

As a direct result of this program, Cigna’s physician-leaders forged many partnerships and alliances within and outside the company, leading to greater efficiencies, improved working environments, and optimized patient care. Participants gained a competitive edge and reinforced their ability to deliver Cigna’s values and mission: to help people improve their health and well-being. 

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Number of Employees Served by Practice: 20 every two years (6.3 percent of all physicians)

Number of Employees Served by Practice: 20 every two years (6.3 percent of all physicians)

Improving the Patient Experience in Healthcare

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**Phelps Memorial Hospital

**Phelps Memorial Hospital

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**Sleepy Hollow, New York

**Sleepy Hollow, New York

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**HealthStream Inc.

**HealthStream Inc.

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**Nashville, Tennessee

**Nashville, Tennessee

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Creating a culture change is a monumental task for any organization, one that’s typically led by executive staff. A team of midlevel leaders oversaw a culture change at Phelps Memorial Hospital. These individuals taught, coached, and mentored staff and leaders to adopt and sustain important behavioral changes.

Creating a culture change is a monumental task for any organization, one that’s typically led by executive staff. A team of midlevel leaders oversaw a culture change at Phelps Memorial Hospital. These individuals taught, coached, and mentored staff and leaders to adopt and sustain important behavioral changes.

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The outcomes noted include improved quality measures as evidenced in reduced fall rates and hospital-acquired conditions. Improved patient outcomes also were evident in top quartile patient experience scores as seen in HCAHPS and in the emergency department. Employee morale and engagement improved as well, as seen in employee engagement surveys.

The outcomes noted include improved quality measures as evidenced in reduced fall rates and hospital-acquired conditions. Improved patient outcomes also were evident in top quartile patient experience scores as seen in HCAHPS and in the emergency department. Employee morale and engagement improved as well, as seen in employee engagement surveys.

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Number of Employees Served by Practice: 800

Number of Employees Served by Practice: 800

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Applications are open for the 2016 awards. Submissions are due by September 23.

Applications are open for the 2016 awards. Submissions are due by September 23.