Creating a Motivational Workplace Meeting the Demands of Reality

Transcription

1 March 25, 2017

2 Creating a Motivational Workplace Meeting the Demands of Reality Healthcare Landscape is changing Future demands an innovative response Need to accelerate current momentum If standing still, you are falling behind Engaged Talent is fuel for success Leadership responsibility to enrich life of staff 2

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5 About us Integrated Delivery System 7,600 Total Employees 795 providers employed 61 clinics / 6 hospitals Western Campus of the University of Wisconsin Medical School Residency, Fellowship and Medical Education Programs

6 Dr. Jeff Thompson Predecessor CEO

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8 Gundersen Envision

9 Current State Top 50 Hospital (Healthgrades) Quality - 95 th Percentile Patient Experience 90 th Percentile Energy Program Nationally recognized 97 days of energy independence (2016) 76% of energy use is offset by renewable generation

10 Leadership Challenge How do we get to the next stage of performance?

11 Journey

12 Leadership Philosophy Embrace these VALUES: Trust Respect Integrity Compassion 12

13 Vision Statement OLD We will be a Health System of excellence, nationally recognized for improving the health and well-being of our patients, families, and their communities. NEW We will enhance the health and well-being of our communities while enriching every life we touch, including patients, families, and staff.

14 We will enhance the health and well-being of our communities while enriching every life we touch, including patients, families, and staff Externally Facing Internally Facing 14

15 1 5 Leadership Philosophy + + Embrace these VALUES: Trust Respect Integrity Compassion Provide Organizational: Vision Clarity Alignment Vision: We will enhance the health & well-being of our communities while enriching every life we touch, including patients, families, and staff

16 Strategy

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18 Population Health Triple Aim Experience of Care Per Capita Cost

19 What is OUR Triple Aim? Improve the health of our communities Offer an outstanding experience of care Ease the financial burden of health care

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21 Determinants of Health

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23 Potential

24 Staff Engagement 1. This organization inspires me to perform my best. 2. I am willing to put in a great deal of effort in order to help this organization succeed. 3. I would recommend this organization to my friends as a great place to work. 4. I am likely to be working for this organization three years from now. Response Scale Strongly Disagree Disagree Tend to Disagree Tend to Agree Agree Strongly Agree

25 GHS Employee Engagement Over Time Percentile* 65 th 68 th 43.3% 41.6% 41.8% 40.0% 43.8% 44.7% 13.0% 11.6% 10.7% 3.7% 3.0% 2.8% Disengaged Ambivalent Content Engaged th %tile Median 75th %tile 90th %tile

26 Culture and Potential Patient Centered Staff Centered

27 People Enriching lives by creating a motivational workplace Enriching lives by creating a motivational workplace

28 Motivational Theory 101

29 Traditional Approach to Motivation Frederick Winslow Taylor Extrinsic Motivation Carrot and Stick Effective in algorithmic work Counter-productive in 21 st century complexity

30 Traditional Motivation 1909

31 It Takes Heart!

32 It Takes Heart!

33 Motivation and Engagement Relatedness Purpose Mastery Autonomy

34 Intrinsic Motivation More Powerful Four Elements Relatedness Purpose Mastery The universal want to interact, be connected to, and experience caring for others Yearning that our work serve a higher purpose Desire to get better at something that matters Autonomy Urge to direct our own lives

35 Holds True for Us Focus Group Findings Teamwork/Coworker (relatedness) Caregiving Mission (purpose) Learning and Growing (mastery) Flexibility (autonomy)

36 Our Focus Create a motivational workplace by fostering: Purpose Mastery Autonomy Relatedness

37 Baseline Satisfiers Wages and Benefits Market based Salaries Compression correction Generous Benefits Job Security 2008 Financial Crisis Decouple Performance from Wages Literally Annual Performance reviews Professional Development more frequent Temporally Wage adjustments separate

38 Purpose

39 Why?

40 Why Statements Every patients deserves the best life they can achieve We want you to be there for the moments that matter to you Care doesn t stop at our door What matters to you, matters to us Create a community where everyone s life is enriched Making life better together Hardly a mention of traditional Healthcare!

41 Why we exist? Our Purpose To Enrich Every Life

42 Relatedness

43 TEAM

44 The Bench

45 Troupe

46 Leadership Philosophy + + = Embrace these VALUES: Provide Organizational: Motivating Workplace: Equals Staff That s: Trust Vision Purpose Engaged Respect Clarity Relatedness Innovative Integrity Alignment Mastery Pursue Excellence Compassion Autonomy

47 Measuring Success Engagement Turnover The Triple Aim Quality Patient Experience Cost ie. Recruiting, Training, Care Destination Employer for Talent

48 Alignment

49 Alignment

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