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Agenda. Hospital Recognition Programs Overview LHP Policy Additions & Updates Employee Engagement & Satisfaction Action Plan Leadership. Hospital Recognition Programs Overview. Hospital Recognition Programs Overview. Hospital Recognition Programs Overview. LHP Policy Additions / Update.
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Agenda • Hospital Recognition Programs Overview • LHP Policy Additions & Updates • Employee Engagement & Satisfaction Action Plan • Leadership
LHP Policy Additions / Update Updated Policies • Bereavement • Jury Duty • Solicitation and Distribution • Labor Downsizing New Policies • Social Media • Confidentiality • Non-Harassment • EEO • Bulletin Boards
Engaging Employees Purpose • Focus on constantly improving employee satisfaction • Engage employees in the process • Hard agenda item in all meetings • Over communicate results, actions and improvements
Employee Satisfaction Action Plan • Annual employee opinion survey through Healthstream • WE absolutely must get excellent participation in this survey. • Executive team will read the survey cover to cover including comments • Admin team and/or HR should discuss the survey and the process at a manager meeting. • Provide copies of the survey to department leaders • Leaders read and analyze their department specific surveys • Each leader reviews their survey with their supervisor • Summarize the overall issues and major themes (ex: recognition, communication, staffing concerns)
Employee Satisfaction Action Plan • Leaders present their surveys at a department meeting with a draft of an action plan. • Start with what you are doing well • Focus on top 3 opportunities for improvement • Solicit feedback • Ask specifically are their other direct actions we as a department can take to improve • Consider getting a team of interested employees to help finalize the plan • Admin team presents survey at employee forums and discusses the process to complete action plan. (Please send a copy of this presentation which is really a summary of results to Division)
Employee Satisfaction Action Plan • Letter from CEO to each employee’s home describing results, improvements, and process going forward • Establish due date for when action plans are due from Director (60 days max) • Action plans are finalized and again shared with departments • Admin team consolidates action plan and comes up with top 5-7 organizational wide initiatives. • Develop very specific actions under initiatives that employees can understand
Employee Satisfaction Action Plan • Hold quarterly updates with Directors • Present quarterly updates to all employees though one or more vehicles • Harvest wins – share improvements made due to employees participating in survey • Recognize leaders publicly who have improved the most or consistently have the best scores
The Journey to Patient- Centered Excellence is about Creating and Maintaining A Great Culture
Key Drivers of a Great Culture • Creating an organizational culture built on opencommunication • Creating a “no-secrets” environment • Creating a “no excuses” environment • Creating a culture where employees feel valued, manage their own morale, behave like owners and are inspired
Sustainable Success It’s about building a culture based on: • Trust • Accountability • Ownership • Execution
The Two “A’s” Alignment: Consistency of plans, processes, action, information and decisions among organizational units in support of key organization-wide goals Accountability: An obligation or willingness to accept responsibility for one's actions and results
Management Rounding - What It Is & Isn’t You’re Probably On Track If Your Rounding: • Is intentional • Has a purpose • Opportunity to find out something special about this patient/staff • Has a built in mechanism to follow up on the issues identified • Results in positive change for patients, employees, physicians, families or visitors • Is part of a mechanism to learn and share your own best practices • Uses an agenda You Might Be Off-Course If Your Rounding: • Consists of a chance encounter • Is not tied to specific goals, metrics or values • If rounding is the process and not the beginning of one • Rarely identifies anything that is actionable • Never results in an “ah-ha” moment • Rarely focuses on the same topic twice
Rounding – Standing Agenda Items • Current employee scores • Identify action plans • Capture “wins” • Reward and recognize staff for doing a good job • Identify systems that can be improved • Identify barriers to organizational success • Identify your own best practices • Always send email update to close loop on outstanding issues • Always circle back to outstanding issues
We’ve all experienced or observed the following scenario... We have a wrong person on the bus and we know it. Yet we wait, we delay, we try alternatives, we give a third and fourth chance, we hope that the situation will improve, we invest time in trying to properly manage the person, we build little systems to compensate for his shortcomings, and so forth. But the situation doesn’t improve. When we go home, we find our energy diverted by thinking (or talking to our spouses) about that person. Worse, all the time and energy we spend on that one person siphons energy away from developing and working with all the right people. We continue to stumble along until the person leaves on his own (to our great sense of relief) or we finally act (also to our great sense of relief). Meanwhile, our best people wonder, “What took you so long?” Good to Great by Jim Collins
Mistakes Leaders Make. . . Do not clearly communicate their expectations Wait for people to do the right thing Tolerate excuses Do not set a specific progress report timetable Fail to coach toward the desired results Avoid confrontations over lack of actions or results Give “Group” recognition instead of singling out those who do make the difference
Three Signs of a Miserable Job • Anonymity • Irrelevance • Immeasurement
Leader’s Role • Create alignment • Articulate, energize vision • Generate a healthy dissatisfaction with status quo • Set clear expectations • Inspire • ROLE MODEL BEHAVIORS 23
From Managing … To Leading The essence of leadership is not about power, but authority – authority built upon relationships, service and sacrifice.
Hire for Culture In the book “Good to Great” by Jim Collins, says: “In determining “the right people”, the good-to-great companies placed greater weight on character attributes than on specific educational background, practical skills, specialized knowledge, or work experience. Not that specific knowledge or skills are unimportant, but they viewed these traits as more teachable, whereas they believed dimensions like character, work ethic, basic intelligence, dedication to fulfilling commitments, and values are more ingrained.”
