Performance Excellence

Transcription

1 Performance Excellence Leadership and Workforce Focus February 3, 2012 Topics Performance Excellence Expectations of Examiners Criteria Review Site Visit Interviews Strengths Opportunities for Improvement Performance Excellence Exercise 2 1

2 Performance Excellence Criteria for Performance Excellence Tool for organizational self-assessment, based on evidence-based practices from high-performing organizations Baldrige Process Submit a 50 page application for review by trained examiners Receive feedback report to drive organizational improvement Presidential Award Recognizes high-performing organizations in manufacturing, service, small business, education, health care & nonprofit Commitment as recipient Share best practices Improve the quality of business in the United States 3 Performance Excellence 7 Categories of Baldrige adige Leadership Strategic Planning Customer Focus Measurement, Analysis and Knowledge Management Workforce Focus Operations Focus Results 4 2

3 Expectations of Examiners How Questions Systematic Processes ADLI Approach: What are the steps? Who s involved? When and how often does it happen? Deployment: Who uses the process, or who s involved in the process? Do all workforce groups & facilities do it the same way? Learning: How do you evaluate whether the process is effective and how it can be improved? Integration: How does the approach support what is important to your organization? How is it linked or support other approaches/processes in your organization? How is it hard-wired into the organization (policies, standard forms, training curriculum)? 5 Expectations of Examiners 6 3

4 Expectations of Examiners 5.2c(1) How does your learning and development system address workforce members and leaders learning and development needs, including those that are self-identified and those identified by supervisors, managers and senior leaders? 7 Expectations of Examiners: Example OUMC Approach: internal development consultants have regularly scheduled 1 hr. meetings with every dept director and manager at least every 2 months. Part of the meeting is 1:1 leadership development. e e Based on data a and metrics within each dept. add l training is developed to address needs. Effectiveness of training is determined through tracking improved results. Deployment: every department Learning: used the employee satisfaction survey to analyze trends for training, i will use mid-year check up survey to evaluate effectiveness of training approaches Integration: leadership orientation training, exit interviews, hiring for retention, LMS class offerings 8 4

5 Expectations of Examiners OU Medicine University of Oklahoma College of Medicine OU Medical Center OU Physicians Workforce Segments Staff Faculty Residents Volunteers 9 Expectations of Examiners Respond to the criteria how questions ADLI Apply responses to the entities of OU Medicine and the workforce segments 10 5

6 Category 1: Leadership Set & deploy Vision, Mission and Values Personally promote legal & ethical behavior Create a sustainable organization Communicate with workforce Encourage high performance 12 6

7 Protect stakeholder interests Evaluate leadership performance Address adverse impacts, concerns & risk Promote & assure ethical behavior Consider societal well-being Support & strengthen communities 13 Strengths Create a sustainable organization To create an environment for organizational performance improvement and accomplishment of the OU Medicine mission, the Executive Committee establishes Pillar Goals, which drive LEM goals for all leaders of OU Medical Center and OU Physicians. The LEM goals serve as the basis for monthly meetings with each leader s supervisor and for leader incentive pay. Pillar goals and supporting department/unit goals are visible to faculty and staff at all levels of the organization through communication boards in each clinic and throughout OUMC. Front-line employees with OU Physicians i receive incentive pay based on these goals. 1.1a(3) 14 7

8 Strengths Set & deploy Vision, Mission and Values The Executive Committee sets OU Medicine s Vision, Mission, and Values to align the organization toward advancing health care, medical education, and research. Orientation, town halls, facility postings, newsletters, LDIs, and vendor credentialing communicate the VMV to employees, faculty, volunteers, and suppliers, with reinforcement through the Standards of Behavior, which are integrated into the hiring process, Bus Stop Conversations, and vendor credentialing. 1.1a(1) 15 Strengths Communicate with workforce Senior leaders use many methods to encourage two-way communication throughout the organization. Leaders complete structured rounding using a template to ensure standardization and accountability. Both OUMC and OU Physician executives hold regular employee forums, scheduled to reach multiple locations and shifts. They also attend clinic/department meetings, publish multiple newsletters, and participate in new employee orientation and recognition events. Other mechanisms include CNO Open Hours at OUMC and 90-day meetings with new employees at OUP. 1.1b(1) 1b(1) 16 8

9 Strengths Integration Leaders have established many oversight teams that support integration of the individual OU Medicine entities. EC and the Excel Steering Committee provide the core of the infrastructure with operational support through the LDIs. In addition, the Quality and Safety Leadership Council, jointly chaired by the Chief Medical Officers from OUMC and OUP, addresses overarching quality issues, such as handoffs and readmissions. Other enterprise-wide teams include the Healthcare Reform Task Force, IT Workgroup, OR Governance Committee, Primary Care Workgroup, and Joint Operations Cancer Group Strengths Support & strengthen communities To support community involvement by employees, OUP has a designated employee who coordinates employee involvement with Habitat for Humanity, as well as other employee-selected community organizations and events, including a holiday gift drive for OUP employee families. OUP posts involvement opportunities on a website, and employees can log their hours to earn points toward a Live to Give bonus. This is a national best practice as a systematic way of supporting employee involvement in the community. 1.2c 18 9

10 Strengths Create a sustainable organization and a focus on action To ensure organizational sustainability and a focus on action, OU Children s Hospital has established and continues to refine a strategic planning process that involves OUMC, OUP, and UHA&T. The process incorporates a breakout group focused on patient and employee culture and a core team of Children s and OUP representatives that identify physician recruitment needs related to the strategic plan. HCA recognizes the process as a national best practice and this year sent leaders from other HCA facilities to observe. 1.1a(3), 1.1b(2) 19 Opportunities Develop a systematic, enterprise-wide strategic planning process for OU Medicine 1.1a(3) 1.1b(2) Determine if key processes can be integrated t between OUCOM, OUP, OUMC Category 1 Develop a formal leadership system model for OU Medicine 1.1a(1), 1.2a(2) 20 10

11 Opportunity Develop a systematic, enterprise-wide strategic planning process for OU Medicine 1.1a(3) 1.1b(2) The criteria ask: How do senior leaders create a sustainable organization? 21 Develop a systematic, enterprise-wide strategic planning process PVHS 22 11

12 Strategic Planning Process: PVHS 23 Opportunity Determine if key processes can be integrated between OUCOM, OUP, OUMC Category 1 OU Medicine University of Oklahoma College of Medicine OU Medical Center OU Physicians 24 12

13 Integration of Key Processes Gives a System Perspective Helps to manage your whole organization, as well as components, to achieve success and make improvements Alignment 25 7 Categories 7 Steering Committees PVHS Performance Excellence Teams Leadership Committee Strategy Team Customer Service Steering Committee (CSSC) Knowledge Management Team Workforce Team Operations Team Key Measures Team 26 13

14 Opportunity Develop a formal leadership system model for OU Medicine 1.1a(1), 1.2a(2) The criteria ask: How do senior leaders deploy your organization s vision and values through your leadership system, to the workforce, to key suppliers and partners and to patients and stakeholders, as appropriate? 27 Leadership System: PVHS 28 14

15 Leadership System Leadership System: Mercy 29 Leadership System Leadership System: Sharp 30 15

16 Leadership System: Heartland 31 Questions? 16

17 Category 5: Workforce Focus Assess capability and capacity Recruit hire, place and retain new workforce members Organize and manage the workforce Prepare for change that affects the workforce Create a safe, healthy and secure work environment Provide workforce benefits 34 17

18 Workforce satisfaction and engagement Create a positive culture Reward, recognize and support high performance work Develop the workforce and Leaders Evaluate effectiveness of training Manage career progression and succession 35 Strengths Create a positive culture Reward, recognize and support high performance work Develop the workforce and Leaders OU Medicine uses the LEM and Bus Stop Conversations to manage employee and faculty performance in alignment with the Pillar Goals and Standards of Behavior. LEM-based incentive pay and numerous rewards and recognitions further support aligned, high-performance work. 5.2a(2), 5.2a(3), 5.2c(1) 36 18

19 Strengths Create a safe, healthy and secure work environment Processes to ensure workplace health, safety and security are in place at OUMC, OUP and COM. Security of staff, patients and visitors provided through contracted services, Officers stationed in Trauma and Children s lobby Panic buttons at desks, Blue phone for emergency dispatch Walk-throughs in hospitals and parking garages, Officers presence at shuttle bus stops early and late hours. After hours visitors sign-in, safety escorts NIMS training at OUMC included leadership and executive level workforce. New hires trained in NIMS. OUMC Environment of Care Committee annually update of EOC plan. Interdisciplinary committee complete safety rounds with checklist - report findings to the Safety Officer committee. Subcommittees focus on various aspects of health and safety - track metrics 5.1b(1) 37 Strengths Assess capability and capacity Processes are in place to determine workforce capability and capacity needs. OUMC plans of care and staffing plans designate needed qualifications of workforce. Daily adjustments increase/decrease staff Employees per occupied bed monitored daily by the management engineer with communication to department point person Facilities Scheduler, with cross-checking functions to ensure adequate staffing. OUP evaluates past visit volumes Compares staffing levels to other clinics tracks in-process measures (wait times and check-in, check-out times) analyzes adequate daily staffing levels l Children s Hospital strategic planning process includes representatives from OUP to assist in developing a staffing plan for physicians Before the COM adds a new program, leaders meet with OUP and OUMC regarding impacts on workforce capability and capacity. 5.1a(1) 38 19

20 Opportunities Develop a process for determining key elements that affect workforce engagement and satisfaction and determine if those key elements are being assessed in workforce surveys 5.2a(1) 5.2b(1) Develop a process to coordinate learning and development opportunities across OUMC 5.2c(1) Determine if residents are a key segment of the workforce, and if they are, consider their inclusion in key approaches such as LEM, Bus Stop conversations, satisfaction surveys Category 5 Develop a succession plan for key management and leadership positions, and career progression opportunities for the entire workforce 5.2c(3) 39 Opportunity Develop a process for determining key elements that affect workforce engagement and satisfaction and determine if those key elements are being assessed in workforce surveys 5.2a(1) 5.2b(1) Criteria ask: How do you determine the key elements that affect workforce engagement? How do you determine the key elements of satisfaction? How are these elements determined for different workforce groups and segments? 40 20

21 PVHS Elements of Workforce Engagement Employee survey to identify what makes staff want to jump out of bed and come to work In 2010, developed new drivers of engagement in collaboration with Colorado State University Data segmented by generation and location Integrated into Employee Surveys Incorporated into Leadership training Aligned with Leadership Competencies Used in Employee Communication Plans 41 PVHS Elements of Workforce Engagement Workforce Engagement Factors: My work: Is a good match with my skills and values Gives me a chance to use a variety of skills Makes a difference In my workplace: I have a supportive supervisor I am accepted and respected 42 21

22 Opportunity Develop a process to coordinate learning and development opportunities across OU Medicine 5.2c(1) The criteria ask: How does your learning and development system for your workforce members and leaders address organizational improvement and innovation? 43 Learning & Development Opportunities OU Medicine Leadership Development Institute for Leaders 44 22

23 Opportunity Determine if residents are a key segment of the workforce, and if they are, consider their inclusion in key approaches such as LEM, Bus Stop conversations, satisfaction surveys Category 5 OU Medicine Workforce Staff Faculty Residents Volunteers 45 Opportunity Develop a succession plan for key management and leadership positions, and career progression opportunities for the entire workforce 5.2c(3) The criteria ask: How do you manage effective career progression for your entire workforce? How do you accomplish effective succession planning for management and leadership positions? 46 23

24 Succession Plan and Career Development PVHS: Succession Plan: Two Areas of Succession Planning Interim Person day assignment Orient to operations Development for Permanent Placement Choose 1-2 successors no guarantees Give opportunities for development Build on Leadership Competencies Augment capacity for possible recruitment PVHS: Career Progression Opportunities Where do you want to be in 3-5 years? Built into annual performance review No guarantees 47 Questions? 24

25 Performance Excellence Exercise It isn t what you find; it s what you do about what you find. Philip Crosby 50 25

26 PVHS Learning on Performance Excellence Think systematically Identify best practices (internal and external) Plan deployment Analyze results, determine improvements 51 Performance Excellence Perfection? Using great tools Having the right people around the table Asking the right questions Taking the time to learn 52 26

27 Performance Excellence Exercise OU Medicine working together University of Oklahoma College of Medicine OU Medical Center OU Physicians Best Practices: How the criteria help you in your department How do you do it? Does someone else do it better? Can we learn from each other? Can we do it the same way? 53 Integration of Approaches Gives a System Perspective Helps to manage your whole organization, as well as components, to achieve success and make improvements Alignment 54 27

28 Systematic Approaches Systematic Processes ADLI Approach Deployment Learning Integration

29 Table Exercise Each table has 3 approach worksheets Spend 20 minutes on each approach Feel free to spend as much time on each approach You don t have to finish all 3 if it takes the whole time to complete one or two approaches At the end of the work session, we will have a report out Assign a table lead Assign a scribe Assign the report out person Rotate assignments for each approach

30 59 1. Describe the Process 2. Analyze the Process 60 30

31 Report Out 31