Grow Your Own: How Temple Health Is Unlocking Talent from Within
Many healthcare organizations face leadership gaps, burnout, and turnover. Temple University Health System (TUHS) is taking a different approach—and it is paying off.
At TUHS, succession planning is not just about preparing for the next leadership transition—it is about creating a sustainable culture of growth and opportunity. Under the leadership of Allyson Saccomandi, Vice President of Human Resources Strategy, Organizational Development, and Leadership, TUHS has implemented a forward-thinking initiative to strengthen internal pipelines for key leadership roles.
From Reactive to Proactive: A New Vision for Succession
“Succession planning is a critical reminder of a leader’s duty to safeguard the future of the organization. By preparing others to carry forward the mission and values, leaders ensure continuity and resilience. With workforce exits now outpacing new entrants, the urgency to plan ahead has never been greater.” — Allyson Saccomandi, Vice President of Human Resources Strategy, Organizational Development, and Leadership, TUHS
Recognizing the importance of continuity in leadership, Allyson spearheaded a system-wide initiative focused on developing internal slates for mission-critical roles. Rather than relying solely on external recruitment, TUHS is now intentionally identifying and preparing high-potential internal talent to step into expanded leadership responsibilities. This proactive, data-informed approach not only ensures smoother transitions, but also boosts employee engagement by signaling a clear commitment to professional growth.
Assessment as a Catalyst: Aligning Talent and Opportunity
One standout aspect of this work was Allyson’s decision to integrate assessments for both selection and development into the pipeline strategy. Through a partnership with faculty from The Leadership Development Group (TLD Group), TUHS leaders engaged in robust feedback conversations designed to uncover strengths and stretch opportunities. These conversations did not just clarify fit—they created powerful onramps for readiness. The process helped align individual growth with organizational need, resulting in more confident, capable leaders prepared to take the next step.
More Than a Plan: Building a Culture of Readiness
While longitudinal data is still being gathered, early indicators are promising. Team members have reported greater clarity around advancement opportunities, and there is growing alignment between succession efforts and engagement metrics. By fostering transparency and providing targeted development, Allyson’s approach is helping TUHS build a more resilient and agile leadership team—ready for whatever the future may hold.
At TLD Group, we are proud to support clients like Allyson who are redefining what it means to plan for the future of leadership—with heart, strategy, and vision.
Is your organization ready to turn potential into preparedness? Let’s talk about building your leadership pipeline.
