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THIS IS MY HOSPITAL
Transcript of THIS IS MY HOSPITAL
Your Leadership CAN Create Exceptional Employee Engagement & Patient Experience
Why is the Ritz-Carlton Leadership Center Partnership our right choice ?
CONSTANT JOURNEY TO IMPROVE AND
ENGAGE OUR STAFF ON AN EMOTIONAL LEVEL..............
IT IS NEVER OVER
We Heard You...............
Choosing our Engagement Partner
Leadership Role in Engagement
Discussion with group on the leadership
message and pearls of wisdom related to
What will make this different and NOT another FLAVOR of the MONTH?
By choosing to focus on employee engagement and patient satisfaction, what do you anticipate the impact to quality and financial performance will be?
DAILY Leadership commitment
and engagement in
program as well as a commitment to adoption of tools and learnings
Task, Trust and Tend
: Manager focuses staff on what sucess looks like in the role and offer scope
Treat as individuals and allow individual talents to be realized
Positive coaching and discuss lessor strengths and don't ignore dysfunctional behavior.
Where have we been?
Where are we now?
Where are we going?
What will success look like?
When employees are engaged—when they care—they give discretionary effort.
How we can “see” signs of discretionary effort, the examples are endless:
The engaged hospital worker
who makes eye contact with all visitors and escorts lost family members to their destination
The engaged care givers
who never forget to wash their hands or check IV lines
The engaged worker
who noticed the yellow “fall risk” bracelet on a patient in the lobby and helped her back to her room
The engaged care givers
who listen, un-rushed, as patients ask about their medications and discharge orders
The engaged night-shift workers
who are mindful of being quiet
The engaged food service worker
who ensures all meals are delivered while still hot
The engaged nurses
who always round on the hour
Engaged care givers make
fewer mistakes with the administration of medications (Kruse, 2015, p.1)
Autonomy and Shared
Purpose and Vision
Malcolm Baldridge Award led to Development of leadership center
Experience with faith-based health systems and Magnet-designated facilities-
Values-based principles that align with our mission outcome goals-
Focus is on employee engagement; valuing the contributions of every person and connecting what they do to our values-
Works well with long-term SJH regional vision-
DISCOVERY to assess organizational culture
Day 1- observations, focus groups to conduct a cultural pulse check
Day 2 Leadership Excellence in the Patient Experience presentation (6 hours)
Observation assessment debrief summary report to include best practices, gaps and roadblocks.
Leading By Example
To immerse middle managers in the culture and business practices of The Ritz-Carlton
Leadership training : Customer Service
: 90 minutes
To review culture and recommend strategies for strengthening and enlivening it.
Learn techniques to enliven culture.
Establish a culture and design committee
work with committee to establish written organizational culture
Educate senior leaders the value of line up to create cultural alignment
Select baseline metrics to track progress.
Creating Psychological Ownership
To instill personal responsibility and personal accountability with all employees
All Staff training done in one week (10 three hr slots)
Senior leadership will introduce our This is MY Hospital cultural initiative (30 Min)
"Customer Service Re-energized" (120 min presentation)
Senior leaders close the meeting (30 minutes)
Question #21 on the 2013 Employee Engagement Survey asks:
There is a climate of trust in this ministry.
For FY13 we scored 64% favorability with a 3% improvement from 2012.
But it was also one of our 10 lowest scoring items at 17% unfavorable.