Connecting enterprise performance and succession

The business challenge

A health system spanning more than 70 facilities across nine states needed succession and performance to work as one connected system rather than as separate annual deliverables. Leaders needed a clearer read on who was genuinely ready for mission-critical roles, and the succession process itself carried heavy manual effort.

Scope and my ownership

• Enterprise ownership of performance and succession programs within Organizational Effectiveness.
• Succession governance covering more than 500 mission-critical roles.
• Talent Care, the enterprise performance and development evaluation.
• Coachability Skill Labs for new leaders.
• One direct report — distinct from the enterprise reach of the programs.

Decisions and actions

• Created executive success profiles defining role expectations and objective measures of success.
• Connected performance insights to readiness, development plans, and succession slates so one conversation informed the next.
• Redesigned Talent Care to reduce administrative burden and make performance conversations more useful for development and succession.
• Reduced manual succession effort by nearly 60% through redesigned process and system support.
• Refreshed and aligned Coachability Skill Labs content for new leaders — a content refresh and alignment effort, not a program built from scratch.
• Built and led a community of practice to align stakeholders on how the work would run.

How I worked with others

• HRIS — technical design and system implementation.
• Learning & Development — curriculum, facilitation, and enablement.
• HR Business Partners — adoption, calibration, and local execution.
• People Leadership Team — governance, prioritization, and executive alignment.

Results

• Succession coverage on mission-critical roles increased from 84% to 92% — an 8-percentage-point gain.
• Talent Care completion increased from approximately 97% to 99.4% — a 2.4-percentage-point gain — following an awareness and education campaign.
• Manual succession effort reduced by nearly 60%.
• Executive succession conversations moved from list review to evidence-based readiness discussion.

What this demonstrates

I can own enterprise talent programs at health-system scale, connect separate processes into one decision-support system, and align executives and functional partners without relying on a large direct team.