Vi, a company that owns and operates 10 continuing care residential communities for older adults across the United States, has several different leadership development programs. The purpose of the Breakthrough Leadership Program (BLP) is to increase the competencies and effectiveness of high-potential leaders. Also, Vi believes that making an investment in its potential leaders helps retain top talent, who, in turn, create high levels of engagement for its employees. Engaged employees provide high-quality services to residents, which affects their satisfaction and recommendations they give other potential residents. BLP prepares them to take on additional responsibilities or move into higher level positions. The program content covers building results and accountability, employee and personal development, and improving communications and influencing others. The one-year program includes classroom, virtual learning, and online learning. Program participants also receive coaching to help them develop and execute an action plan tailored to their personal development needs. The Management Development program focuses on developing future leaders from employees currently working as servers and housekeepers and in engineering, dining, and administrative positions. This year-long program includes courses, experiential learning, and mentoring. In Vi’s Emerging Leaders Program, employees participate in a six-month virtual learning program focused on developing the knowledge and skills they need to help them grow as leaders.
What other development activities might Vi want to consider to develop its leaders? Identify an activity and explain why Vi should consider it. What data or outcomes should Vi’s learning and development team collect to monitor the effectiveness of the leadership programs? Explain the business reason for your choice of data.
Full Answer Section
- Mentorship and Coaching: Vi could expand its mentorship and coaching programs to provide more personalized and ongoing support for its potential leaders. This could involve matching up experienced leaders with aspiring leaders to provide guidance, advice, and support. Formalized coaching sessions could also be offered to help leaders develop specific skills, address challenges, and set goals for their professional development.
- Action Learning Projects: Vi could introduce action learning projects into its leadership development programs. These projects would involve teams of leaders working on real-world challenges facing the organization. As leaders work together to identify solutions, implement them, and evaluate their effectiveness, they would gain valuable hands-on experience, develop problem-solving skills, and enhance their collaborative leadership abilities.
- Leadership Rotations: Vi could implement a leadership rotation program to provide aspiring leaders with exposure to different departments, functions, and levels of the organization. This would broaden their understanding of the company's operations, foster cross-functional collaboration, and allow them to experience different leadership styles and approaches.
- Leadership Conferences and Workshops: Vi could encourage its potential leaders to attend external leadership conferences, workshops, and seminars. These events would provide exposure to cutting-edge leadership ideas, trends, and best practices from experts in the field. Additionally, networking opportunities at these events could help leaders expand their professional connections and gain insights from their peers.
Data and Outcomes for Monitoring Effectiveness:
To monitor the effectiveness of its leadership development programs, Vi's learning and development team should collect data on the following metrics:
- Employee Engagement: Vi should track employee engagement scores before, during, and after the leadership development programs. This would provide insights into whether the programs are having a positive impact on employee morale, motivation, and commitment to the organization.
- Leadership Behaviors: Vi should measure the change in leadership behaviors of participants in the programs. This could be done through observation, self-assessment, and feedback from peers and managers. Tracking changes in leadership behaviors would indicate whether the programs are helping leaders develop the desired skills and competencies.
- Promotion Rates: Vi should track the promotion rates of participants in the leadership development programs. This would provide evidence of whether the programs are preparing leaders to take on additional responsibilities and advance within the organization.
- Employee Satisfaction with Leaders: Vi should survey employees' satisfaction with their leaders before, during, and after the leadership development programs. This would assess whether the programs are helping leaders improve their ability to motivate, engage, and support their teams.
- Resident Satisfaction: Vi should monitor resident satisfaction scores before, during, and after the leadership development programs. This would provide insights into whether the programs are ultimately contributing to improved resident care, satisfaction, and quality of life.
By collecting and analyzing data on these metrics, Vi can gain valuable insights into the effectiveness of its leadership development programs and make adjustments as needed to ensure that they are achieving the desired outcomes. Investing in leadership development is not just a cost but an investment in the future of the organization, as strong leaders can drive employee engagement, enhance resident satisfaction, and contribute to the overall success of the company.