Creating Physician Professional Development Opportunities Across the Career Span. Objectives. Why mentoring? 11/5/2014

Transcription

1 Creating Physician Professional Development Opportunities Across the Career Span Andrea Sikon, MD, FACP Chair, Dept. of Internal Medicine & Geriatrics Co-Director, Staff hip Program Elaine Schulte, MD, MPH Chair, Dept. of General Pediatrics Co-Director, Staff hip Program Cleveland Clinic November 12, 2014 Objectives Recognize how physician coaching and mentoring initiatives facilitate development of healthcare professionals Describe the various coaching and mentoring initiatives at the Cleveland Clinic and explore participant best practices Review existing initiative data and related outcomes impacting physician engagement, culture change, and leadership development Why mentoring? Physician perception of value - AMGA 2007 Physician Retention Survey 95% of respondents: mentoring increases retention 56% assign mentors to newly recruited physicians 83% very or somewhat likely to continue Evidence that mentoring DOES: - Increase research output, publication, promotion, grant success - Influence career choice - Increases retention - Provide benefit to all involved Wright et al. JGIM.1997;1:53-6; Taylor et al. JGIM ; Taherian K, et al. Medical Teacher. 2008; 30 : e95-e99 Kashiwagi D, et al. Acad Med ; Morrison L, et al. Med Teach 2014; Ries A, et al. Acad Med

2 Importance of mentoring in Professional Development Mentees in a dyad mentoring program - Higher success in leadership and professional activities and higher faculty retention than did their non-mentored peers (Ries A, et al. Acad Med. 2012) Benefits to the Organization Reduced Turnover = Savings 2008 Total CCMI Staff 210 physicians Terminations/ Departures 16 Terminations Costs (1.5x annual salary Patient Revenue Lost (NetRev) $240,000 $260,000 Total Lost $ $3,840,000 $4,160,000 Source: OPSA 2008 Termination Report Assumption of 1.5x salary: Atkinson, W. et al. The Journal of Practice Management. 2006; 21(6): Underlying Premise: Creating a Culture of Wellness and Development for All Career-spanning Development and wellness, not just remediation Maximally leverage internal resources Staff Resource Center-centralized, wellness to illness spectrum - SRC Triage Team - APC pool *See prior slide 2

3 Professional Staff Resource Center 3

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5 Professional Staff Resource Center Cleveland Clinic Coaching and Mentoring Initiatives SMP Development Coaching and Mentoring APCs Onboarding CC Staff Coaching and Mentoring Initiatives Staff hip Program (SMP): - Orientation and basics - Forums- ongoing development for SMP coaches/mentors - Readings - Sharing construct and resources with non-staff/trainees - (Electronic portal chats) Onboarding: - Intro. to hip at Cleveland Clinic - To Act as a Unit series- Staff Support: Value of hip - Board of Governors Institute Development: - Chiefs and Surgery resident onboarding - Chairs Leadership Development series Advanced Peer Coaching 5

6 Cleveland Clinic Coaching and Mentoring Initiatives SMP Development Coaching and Mentoring APCs Onboarding Staff hip Program: Mission To facilitate a mentoring network for every Staff member to enable them to achieve their development goals, through: - training to ensure productive mentoring relationships - matching assistance - toolkit of resources - networking opportunities Mentoring Program Success Factors Voluntary Structure Prepared mentees Training for mentors Time Recognition Support from leadership Matching that works 6

7 11/5/2014 SMP Goals Improve job satisfaction Improve recruitment of top performers Improve retention of top performers Develop future leaders Increase academic output Reduce turnover costs Unique Program Structure Research Clinical and Technical Skills Leadership Development Coach Education Informatics Mentee Staff Wellness Clinic Culture National Advancement Program Structure Unique 3 tier approach - Coach - Mentor - Mentee Training - Staff hip Orientation - Coach/Mentor Forums - Recommended Readings Web Portal - Member Directories - Meeting guides - Resource Toolkit Networking events 7

8 Multiple Applications Leadership skills Communication skills Patient activation Change management Continuous improvement Teaching ASSET-BASED THINKING Cramer K D & Wasiak H Running Press Staff hip Program (SMP) 293 active participants From all clinical institutes 2 States SMP Member Demographics Member Roles Gender Mentees 96 Coaches 38% Male 62% Female 8

9 SMP Participants 2013 SMP Participant Survey Findings All participants planning to continue Mentees reported significant impact Largest impact: Networking & resource id Mentees: Staff Wellness & Clinic Culture Coaches & : Education & Leadership development most popular mentoring areas Mentee Testimonial I can t speak highly enough of this program and the mentoring relationships that I participated in I count it as one of the most beneficial experiences while working here. 9

10 Visibility 2010: 2013: - More Than a Mentor, ACP Hospitalist - Design of a Comprehensive Program to Engage Physicians. - Developing Faculty Skills in Children s Hospital Association, Mentoring, Society of General New Orleans Internal Medicine, Miami 2014: 2011: - The Supported Physician is a - Mentoring Strategies and Retained Physician, American Practical Tips to Engage Medical Group Association, TX Physicians. American Medical Group Association, Washington - hip, Coaching, and DC. Executive Presence. Assoc. of Program Directors in Internal 2012: Medicine. Nashville - Scholarship in Teaching Award - Physician hip: Design of a Case Western Reserve Comprehensive Program to Engage Physicians. AMA BMA University School of Medicine Internat l Conf. on Physician - AAMC Readiness for Reform. Health. London Cleveland Clinic- Developing the - Physician hip: Ohio Next Generation of Clinical Chapter American College of Physicians, Oct. Columbus, OH Leaders - Two manuscripts in process Professional Staff Resource Center Leadership Development (LD) for Mid-level Leaders Identify high potentials or early warnings Develop leaders for immediate impact - Know their staff most intimately - Role model of CC Leader Develop potential successors for new leadership positions 10

11 Current gap areas of required leader skills Behaviorally based interviewing Providing honest yet asset based feedback Coaching/mentoring/succession planning Identifying root cause of behavior/incident Accessing Clinic support resources Crucial conversations Mid-level Leader Curriculum Session 1 Session 2 Caring for yourself, Caring for others Professionalism: Identifying and Addressing Derailment Session 3 Session 4 Emotional Intelligence: Listening in Leadership Enhancing Emotional Intelligence, Vision and Succession Planning Lessons Learned Challenges as mid-level leaders: - Job creep - Administrative skills - Struggle with crucial conversations 11

12 LD Outcomes Networking opportunities and shared experiences Safe environment to work on problems Cleveland Clinic Coaching and Mentoring Initiatives SMP Development Coaching and Mentoring APCs Onboarding APC Need for advanced coaching skills for: - Executive/high performers - At risk Peer based Internal resource 12

13 APC APC Program structure/design Building on historical experience since 2008 Additional individual coaching certifications - Curriculum development and training - Roles Individual coaching CCLA curriculum delivery Scholarship & Commercialization - Publication series - National conferences - Commercialization design input Questions? 13