Fire is Catching: Employee Engagement & Selecting Talent

Transcription

1 Studer Group Presentation to Alabama Primary Health Care Association Fire is Catching: Employee Engagement & Selecting Talent Debbie Ritchie, Chief Operating Officer Slide 1

2 Your Mission APHCA's mission is to strengthen and expand Alabama's community health center network through service, education and collaboration so that Alabamians have access to coordinated health care and improved outcomes. The Alabama Primary Health Care Association strives to be a leader in providing innovative and meaningful services to Alabama s primary health care providers so that all Alabamians have access to care through a cost-efficient, patient-centered, outcome-based model. Slide 2

3 Studer Group: Who We Are We are dedicated to healthcare and aspire to role model exactly what we teach others. This relentless commitment to authenticity is key to who we are. Mission To make healthcare a better place for employees to work, physicians to practice medicine and patients to receive care. Vision To be the intellectual resource for healthcare professionals, combining passion with prescriptive actions and tools, to drive outcomes and maximize the human potential within each organization and healthcare as a whole. Values Teamwork, Respect, Integrity, Generosity, Learning, Measurable Achievement Organizational achievements 2010 recipient of the Malcolm Baldrige National Quality Award Becker s Hospital Review s 150 Great Places to Work in Healthcare Net Promoter Score: 71 - #8 nationally, across all US businesses in 2014 (between Apple and Amazon) Slide 3

4 We Practice What We Teach 99 th percentile employee engagement for eight straight years Turnover <10% annually Fortune Top 25 Best Workplaces for 7 straight years (#7 in 2013); 2014 to be announced Vision: to maximize human potential Slide 4

5 Why We Are Engaged SERVICE QUALITY PEOPLE FINANCE GROWTH COMMUNITY Slide 5

6 Three Elements to Execution Slide 6

7 Healthcare Flywheel Prescriptive To Do s Purpose, worthwhile work and making a difference Bottom Line Results (Transparency and Accountability) WHY Self- Motivation Slide 7

8 Connecting Heart and Mind Heart Mind Slide 8

9 A heart full of gratitude has no room for anything else -Quint Studer Slide 9

10 My Heart Slide 10

11 Lindsey Slide 11

12 Kelsey Slide 12

13 Slide 13

14 Slide 14

15 Now, let s... Define culture The expressed values & observed behaviors... What happens when no one s watching Slide 15

16 Our story we want to be known as Employee Satisfaction Employee Engagement The degree to which employees like their work or employment The degree to which satisfaction motivates employees to work toward goals Slide 16

17 Satisfaction vs Engagement Satisfaction is about: Doing my Job Engagement is about: Doing my job above and beyond Making Me Successful Personal Commitment Making me AND the company successful Mutual commitment Slide 17

18 Employee Engagement Engagement is a psychological state that leads to: high levels of ownership going above and beyond expectations amount of discretionary effort employees give to their jobs Ultimately, higher engagement leads to higher performing work teams and increased satisfaction. Slide 18

19 Employee Engagement drives business results Highly engaged employees are 480% more committed to helping their company succeed Highly engaged employees are 250% more likely to recommend improvements Highly engaged employees are 370% more likely to recommend their company as an employer Source: Employee Engagement Network Slide 19

20 Source: Employee Engagement Network Slide 20

21 The Journey to Excellence I was at a board of directors meeting years ago, and a discussion of the organizational changes we were making was on the agenda. One of the board members commented, Wow, we re entering into the biggest construction project we ve ever done, and I am not talking about the facility. I m talking about a culture. This person was not from the healthcare industry, but understood that creating a consistent highly reliable culture is the hardest thing anybody can do. Quint Studer A Culture of High Performance Slide 21

22 Being a leader in healthcare today is like continuously walking up a down escalator. If you stand still, you go backwards. Slide 22

23 Change is Good! (you go first) Slide 23

24 Barriers to Change Denial Rationalization Blame Uniqueness Unwillingness Not Skilled Slide 24

25 The biggest obstacle in achieving high performance is not achieving the needed urgency for change. Kotter, John P (2008) A Sense of Urgency. United States: Harvard Business Review Press. Slide 25

26 Constants in Healthcare Passion Fortitude Willingness to Learn Desire to Do Purposeful, Worthwhile Work that Makes a Difference Slide 26

27 Connect Engagement to Values and Outcomes Page Slide 27

28 Engagement and Outcomes Engaged Employers focus on Purpose and Values and outperform Competitors by 6x Slide 28

29 Engagement and Values Engagement levels double with employers whose Employees are proud of the contributions their organization has made to the community Engaged Employees encourage the virtual workforce Engaged Employees encourage creativity Slide 29

30 Values On a scale of 1-10 Where would you rank in how value driven you are as an organization? Slide 30

31 Human Responsibility When you know you have a solution to a problem that is causing pain for someone you have a human responsibility to act, and to do so with all urgency. ~ Quint Studer Slide 31

32 Why Organizational Change Fails 1. Dots are not connected consistently to purpose, worthwhile work and making a difference 2. Do not achieve critical mass - Lack of balanced approach 3. Absence of an objective accountability system 4. Leaders do not have the training to be successful 5. Too many new behaviors introduced at once need of sequenced approach 6. No process in place to rerecruit the high and middle performers and address low performers 7. Inability to take best practices and standardize across organization 8. Failure to have leaders always do desired behaviors Source: Studer Group. Organizational Change Processes In High Performing Organizations: In-Depth Case Studies with Health Care Facilities. Alliance for Healthcare Research Slide 32

33 Becker s Hospital Review 10 Free (or Very Inexpensive) Ways to Engage Staff 1. Make sure the fit is right from the beginning. 2. Hardwire leader rounding for outcomes. 3. Respect people enough to tell them the truth. 4. Stop letting low performers slide. 5. Don t underestimate the power of a front-line supervisor. 6. Don t be all business. 7. Broach the subject of growth and personal development. 8. Encourage mentorship. 9. Ask for input. 10. Say thank you. Source: Quint Studer Slide 34

34 So who are your. Paddlers Slide 35

35 So who are your. Passengers Slide 36

36 And who is sinking your boat? Slide 37

37 Employee Engagement It s not about being in the same boat it s about paddling together for the Win Slide 38

38 To Sustain the Culture, Selection is Paramount. Slide 39

39 A system is perfectly designed to produce the results it achieves. Slide 40

40 Does Selecting Talent Matter? YES!! Slide 41

41 Selecting Talent Four Part Selection and Retention Process Selection Process (Human Resources) Behavioral Interviewing (Hiring Manager) Peer Interviewing (Peer Interview Team) The First 90 Days (Manager) Pre-screen for Standards of Behavior Values- Caring, Honesty, Respect, Responsibility & Faith Slide 42

42 The First Step The potential employee should read and sign the Performance Standards Agreement This should happen even before the candidate completes the employment application Why? We want to onboard only employees who agree to align their behavior with our values Slide 43

43 Application Process: Signing the Standards (Early On) PERFORMANCE STANDARDS includes a signed agreement and commitment to the standards and values of the organization A set of performance standards has been developed by the employees of to establish specific behaviors that all employees are expected to practice while on duty. By incorporating these standards as a measure of overall work performance, makes it clear that employees are expected to adhere to and practice the standards of performance outlining the Standards of Performance handbook. I have read and understand the Standards of Performance handbook and I agree to comply with and practice the standards outlined within. Signature of Applicant Date Slide 44

44 Selecting Talent Behavioral Interviewing Selection Process (Human Resources) Behavioral Interviewing (Hiring Manager) Peer Interviewing (Peer Interview Team) The First 90 Days (Manager) Slide 45

45 Causes of poor selections Not being prepared Pressure to fill positions Decision based on first impression Not probing for job-related examples and results Selling the organization/position vs. evaluating candidate Taking poor notes that handicap re-evaluation Lack of training Slide 46

46 Behavioral based interviewing techniques screen and select individuals who provide a best match for the organization. -Quint Studer Slide 47

47 Behavioral Interviewing Past performance is the best predictor of future performance Slide 48

48 Behavioral Based Questions Work Environment Tell me about a time when your unit was full and you had to care for multiple patients. How did you prioritize your work? Communication Describe a time when you had a miscommunication with a patient or family member. What did you do and what was the outcome? Initiative What processes or techniques have you learned to make a job easier or more effective? What was your discovery process and how did you implement your idea? Slide 49

49 What s The Difference Behavioral Questions Open-ended Requires an example or story Requires recall of a prior experience More difficult to answer More predictive of future behaviors Non-Behavioral Questions Hypothetical Focuses on what the candidate would do vs. what they have done Yes or No questions limited information obtained Slide 50

50 Listen for the EAR E.describe the EVENT (experience) A.describe specific ACTION R.the RESULT Slide 51

51 Further information about the ACTION Tell me specifically how you did that. Exactly what did you do? Walk me through the steps you took. What did you do first, second, etc.? What was your role on the team? Exactly what part did you play? Slide 52

52 Further information about the RESULT What was the result? How did it work out? What feedback have you gotten? How did you know that what you did was effective? So what happened? Slide 53

53 We ve covered: Employee Engagement Selecting Talent Behavioral Interviewing Slide 54

54 Up Next: The First 90 Days Rounding highmiddlelow Conversations Employee Retention Slide 55