Talent mobility for accelerating diversity at leadership levels: A pilot study

Janine R. Kamath and Sarah R. Dhanorker
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Janine R. Kamath: Mayo Clinic International, USA
Sarah R. Dhanorker: Strategy Department, USA

Management in Healthcare: A Peer-Reviewed Journal, 2023, vol. 8, issue 2, 156-164

Abstract: Mayo Clinic is committed to reskilling and upskilling its workforce and to creating a strong, diverse leadership pipeline to advance its ‘Bold. Forward.’ strategy. In alignment with this commitment, the Mayo Clinic Shared Services Organization (MCSSO) launched a pilot offering staff the opportunity to work in a hybrid role and build new skills and connections. Pilot participants split their time equally between job roles in which the professional skill sets required were approximately the same. The pilot involved six MCSSO departments and six candidates (three pairs) from the participating departments. Staff were recruited for three roles: senior project manager, senior business analyst and call centre representative. Each of the three pairs worked in a hybrid assignment for six months. Candidates were offered opportunities to network with each other, MCSSO senior leaders and other diverse colleagues. Pilot evaluations were conducted at 0, 3 and 6 months with candidates and their supervisors. Additionally, benchmarking with external organisations allowed learning from advanced talent mobility and leadership diversity programmes. The evaluations highlighted that 50 per cent of the candidates were promoted by the end of their hybrid assignment. Most of them engaged in new projects, cross-trained and gained valuable insights, skills and expertise. Candidates and supervisors valued the opportunity to network with senior leaders and cross-functional colleagues. The pilot and external benchmarks emphasised the importance of a formal ‘talent mobility programme’ to build and sustain a diverse leadership pipeline. It is crucial to be intentional and bold with hybrid and mobility opportunities for intersectional candidates, under-represented groups and staff committed to equity, inclusion and diversity. All candidates and supervisors wanted the pilot to be expanded and operationalised. We believe that these early experiences, results and lessons on preparing diverse talent for leadership levels in the organisation are broadly transferable to other healthcare and non-healthcare organisations.

Keywords: diverse; intersectional; leadership; mobility; talent; under-represented (search for similar items in EconPapers)
JEL-codes: I1 I10 (search for similar items in EconPapers)
Date: 2023
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