Cultivating a Great Place to Work

1. Cultivating a Great Place to Work • Anne Mendoza, RN, MS

2. Do You Recognize This Employee?

3. Positive culture promotes …… a highly engaged workforce

4. Highly engaged workforce …… impacts your culture • What will happen? • Great place to work!

5. An engaged employee is .…

6. Inspiration Loyalty Basic Motivation

7. How full is your bucket? When our bucket is full ……… we feel great When it's empty …….. we feel awful Every drop in that bucket ……..makes us stronger and more optimistic

8. Bucket filling improves your business • #1 reason people leave their jobs • …….They don't feel appreciated • 65% of Americans • ……. received no recognition at work last year. • A study found that negative employees • ……can scare off every customer they speak to for good • 9 out of 10 people say • …… they’re more productive around positive people

9. Bucket filling improves your wellbeing • We experience approximately • ……. 20,000 individual moments every day • The magic ratio: • ……. 5 positive interactions for every 1 negative Increasing positive emotions • ……. could lengthen life span by 10 years • Bad bosses • ……. could increase the risk of stroke by 33%.

10. Recognition: The Forgotten Resource • Reinforce positive behaviors • Build self-esteem and confidence • Promote a sense of belonging • Build pride in individual and group accomplishments • Lets us know we are valued

11. Individualization

12. Five Love Languages • Words of Affirmation • Gifts • Quality time • Acts of service • Physical Touch

13. Reward and Recognition styles

14. SMART • Reward & Recognition

15. S incere • Genuine expression of appreciation

16. Words That Work For Reward and Recognition • “What a resourceful way to…” • “You got my attention with…” • “You really made a difference by…” • “You’re right on the mark with…” • “We couldn’t have done it without your…” • “You can be proud of yourself for…”

17. M eaningful • Tied to the organization’s • mission, vision and values

18. A gile • Diversity • Embrace creative options

20. R elevant • Match the reward to the person! • What language speaks to them?

21. T imely • There is not time like the present • A missed opportunity, • is a missed opportunity!

22. How Important Is Reward And Recognition? • Your workplace will be • …. a lot more productive and fun • Your colleagues and customers • …. will be more satisfied and engaged • You’ll enjoy closer relationships • ….. with your family and friends • You’ll be healthier, happier, • …… and well on your way to a longer life

23. “Appreciation is a free gift that you can give to anyone you encounter- it is completely your choice. And each time you choose to thank someone for a job well done, you are making the world a better place.”

24. Creating a great place to work……

25. One on One Leadership TRUST must be built first T - Teach/ Teachable R - Respect/ Respectable U - Understanding S - Sincere/ Supportive T - Teamwork

26. If you are not role modeling, setting the tone, and championing your desired culture, than who will?

27. Leaders Rounding on Employees

28. Employee Rounding • Learning Objectives • Review the power of Leaders Rounding on Employees • Demonstrate competency in conducting Leaders Rounding on Employees • Hardwire Leaders Rounding on Employees at your organization

29. WHAT: • A purposeful process for leaders to connect in a planned way with employees • Provides a means for leaders to listen, reward and recognize, and improve performance • WHY: • Building trust, loyalty, and ownership is critical to a culture of excellence • Employees need an opportunity to have sacred time with their leader and be heard

30. Why Round Regularly on Your Employees?

31. It is about… • Building a relationship • Showing you care • Spending time one on one, and not at the annual appraisal • Listening and learning • Creating alignment • Inspiring and Encouraging • Empowering staff • Identifying solutions • Doing the right thing for the right reason • Building loyalty and ownership

32. Leader Rounding on Employees • Management by walking around • When possible chat with staff in group or individual • Walk through and wave • Assessing work flow activity • Assessing environment • With a “regulatory” eye • With a clinical focus • Not by surprise • Staff are prepared and anticipate what you are asking • Not just once a year • Looking for the “good” • Information Harvested is documented and shared with employees and leaders • Role Models Behaviors vs.

33. Leaders Rounding on Employees • Process:

34. Employee Rounding Log

35. Leaders Rounding on Employees • Preparing for Rounding • Planning to round • Research employee satisfaction results and set up rounding log • Consider the questions you will focus on this period • What is working well in our department? • What do you like about …. • What do you think is good about….. • Schedule and notify employees of questions (email or posting)

36. Leaders Rounding on Employees • Conducting Rounding • Meet 1:1 with employees and physicians • Use Rounding Log • Personal Connection • What is Working Well? • Ask for Reward and Recognition • Ask for Opportunities to make this a better organization • Ask about Tools, Training and Equipment needed for job

37. Leaders Rounding on Employees • Follow up: • Highlight and Take Action • Build Stop Light Report • Share Stop Light Report with Team and Supervisor

38. Highlight and Take Action

39. Stop Light Report

41. Step 1: Build the Relationship • Provide an introduction • Maintain eye contact/smile • Put the employee at ease • Make a personal connection • Manage up

42. Step 2: Set Expectations • Explain reason for rounding on employee • Encourage open and honest communication • Advise process for employee rounding • e.g., monthly/quarterly

43. Step 3: Focus the Inquiry • Listen, learn, and share • Give key updates and vary the questions as appropriate • Follow Rounding Log • Personal Connection • What is Working Well? • Ask for Reward and Recognition • Ask for Opportunities to make this a better organization • Ask about Tools and Equipment needed for job • Ask probing questions – high gain, open ended • Be persistent and consistent for specific information and solutions

44. High Gain Questions • Tell me what’s working well today • Tell me about employee and patient safety in our hospital • Are there any of your co-workers you would like to recognize? • Tell me about someone from another department who’s doing it right or has been helpful • Are there any opportunities for improvement in your department? How can we solve them?

46. Step 4: Close the Encounter • Offer to provide additional assistance and help in partnership with employee • Tell them what you will do with the information and when • Say “thank you” and express gratitude for their contribution

47. Step 5: Act on the Information • Take notes and document follow-up on actions • Act on follow up items • Build Stop Light Report • Share Stop Light Report with employees and supervisor • Reward, recognize, and celebrate!

48. Best Practice: Frequency of Rounding

49. Partner Up and Practice! • Simulate Rounding on your Employees • Explain rounding and expectations • Use your Employee Rounding Log • What Follow Up actions should be taken? • Build Stop Light Report • Immediately • Will Require Wok – by when? • Cannot be fulfilled – why?

50. Challenge Questions • How will rounding on your employees help improve your culture? • What challenges might you anticipate? • How will you overcome those challenges?