Developing Talent for Operational Excellence
taBLE 1. Council responsibilities on the annual survey.
associate Survey Question
A number of positive changes in practice were made as a result of these efforts.
One staff member created an associate
manual for the procedures surrounding one of the division’s largest conference centers, allowing any associate to
understand coordination requirements
for that center. Another associate made
formal PowerPoint presentations both
inside and outside of the division on the
importance of ergonomic workspace design and its role in wellness and prevention of injury. Several workspace design
changes were made following these educational offerings.
Other examples of successful projects
included an athletic trainer who devel-
oped a program to teach current high
school and college students about athletic
training as a field. This allowed current
trainers to promote OhioHealth’s ser-
vices while also continuing the pipeline
of future talent. One imaging associate
spearheaded an effort to work with vari-
ous hospital representatives in ultrasound
and mammography to standardize poli-
cies and procedures across OhioHealth.
The work she initiated is being replicated
across other disciplines to ensure that the
same quality of care, regardless of site, is
offered at all OhioHealth Centers.
Much has been learned about talent
development since work began on “The
People Plan” in 2007. Perhaps the most
critical lesson learned has been the importance of not giving up on the effort.
It takes tremendous focus and persistence to keep a plan with many moving
parts top of mind. Many similar programs in other organizations have come
and gone as “flavor of the month” types
of effort. Initial energy for talent development is almost always strong in an
organization that embraces its importance. But these programs can fall by the
wayside not because they are not well
intentioned, but because it’s so hard to
keep them going. An organization exists
to fulfill a mission and vision created
through a combination of technology,
processes, and people. Development of
people is an equally important factor to
reaching an organization’s goals.
Jason C. Theadore, MHA, CRA, RT(R) is director of
diagnostic and therapeutic services at OhioHealth in
Columbus, OH. He can be contacted at J Theador@
Thaddeus J. O’Brien, PhD, is the president of O’Brien
and Associate, Inc. He can be contacted at tobrien@