3/14/2015. Purpose. P 3 Process. People

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1 Purpose People P 3 Process 1

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7 Courage and resolve; Strength of character 7

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9 Purpose! No clarity on Vision, Mission, Values People! Horrifically Pathetic Staff Hiring, Training and Engagement Process! Poor Process Management Not getting claims paid Purpose People P 3 Process 9

10 Vision Mission Values Decision making People management (hiring, rewards, career pathing) Culture 10

11 1. Core Purpose (Vision and Mission Statement) 2. Core Values 3. Marketing Strategy Year Target 5. 3 Year Target 6. 1 Year Plan day Rocks 8. Issues A good vision statement provides the inspiration for the daily operations of a business and molds its strategic decisions. Elaine J. Hom, Business News Daily Each statement a VISION statement, a MISSION statement and a VALUES statement has its own distinct function in the strategic planning process. A VISION statement describes the organization as it would appear in a future successful state or what the perfect world would look like because of the organization s future state. 11

12 When developing a vision statement, answer these two questions: 1. If the organization were to achieve all of its strategic goals, what would it look like 10 years from now? 2. What would the perfect world look like because your practice exists? The mission statement supports the vision and serves to communicate purpose and direction to employees, customers, vendors and other stakeholders. 12

13 CORE VALUES describes what the organization believes in and how it will behave. This compass guides decision making and establishes a standard that actions can be assessed against. In a values led company, the values create a moral compass for the company and its employees. 13

14 Core values are an internalized framework that is shared and acted on by leadership and the entire team. Management cannot create core values and expect the them to simply become immediately implemented and integrated into the organization. For an organization to have effective core values, it must fully embrace its values and use them to guide its attitudes, actions and decision making on a daily basis. 14

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16 Developing a values led organization can be a difficult and slow process that should be attempted only by organizations that are willing and prepared to make a long term commitment to the established company values. 16

17 What the is he talking about? We don t have an organization, we have a practice! The most important thing is that people just do their jobs. That s what I pay them for! Gut check 17

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19 So because of your organization, what do you want the world to look like in the future? 1. Have each participant write down as many words as they can think of on a sheet of paper what they want the world to look like as a result of your practice. 19

20 2. Have each person write their words on the white board or paper easel. 3. Group words with same/similar meaning 4. Have each person then create and write down on their own paper a sentence that encompasses the most common agreed upon words on the board. 5. Have each person write their individual sentences on the board 20

21 6. Have discussion around the sentences and decide which one really exemplifies the practice s vision of the future. 7. One person should remain at the board creating the final vision statement What is the reason the practice exists? In other words, what will the practice do to achieve the vision statement? 21

22 Follow Steps #1 7 22

23 Ultimately core values comes down to the owner of the practice. What s really important to you? Organizational alignment can only occur when the values of the organization are a true, honest, and transparent reflection of the leader(s). 23

24 Patient care is really important to me, so let s make that a value. 1. Integrity 2. Communication 3. Quality 1. Integrity 2. Authority 3. Efficiency Hey Team, our PVA is down. What are we going to do about this? Organization is really important, so let s make that a value. 24

25 We love her but she s so disorganized she never completes her notes on time! Follow Steps #1 7 25

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27 1. Core Purpose (Vision and Mission Statement) 2. Core Values 1. Marketing Strategy Year Target 3. 3 Year Target 4. 1 Year Plan day Rocks 6. Issues 27

28 Building a Valuable Tribe of Content and Engagement Sign up for blog Join Facebook page Friend me and send me a message that you want to join the Kaizenovate FB page 28

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30 HCM Infrastructure Quiz Professionally (Attorney) Written Employee Policy and Procedures No = 0 Yes = 3 Yes and Signed By All Employees and Housed Centrally = 5 HCM Infrastructure Quiz Job Descriptions No = 0 Yes = 3 Yes and Signed By All Employees and Housed Centrally = 5 30

31 HCM Infrastructure Quiz Job Specific and Core Competencies No = 0 Yes = 3 Yes and Part of Your Interview Process (4) Performance Reviews= 5 HCM Infrastructure Quiz Job Training Manuals with Checklists No = 0 Yes = 3 Yes and Signed By Trainer and Employee = 5 ACME Infrastructure Quiz Annual Performance Evaluations No = 0 Yes = 3 Yes and Specific Development Plan Given to Employee for Upcoming Year = 5 HCM Infrastructure Score Add Numbers Up Multiply by = Outstanding HCMI = Solid HCMI = Average HCMI <70 = Lots of Opportunity for Improvement 31

32 HCMI Next Steps Ensure You Have Professionally Written P&P Reviewed and Signed by Each Employee Ensure Written Job Descriptions with Competencies are Reviewed and Signed Ensure You Have Updated Training Manuals and Checklists Ensure You Do Annual Performance Reviews with Development Plans 32

33 3 FACTORS LEAD TO BETTER PERFORMANCE & PERSONAL SATISFACTION AUTONOMY Mastery Purpose Mastery the urge to get better at stuff 33

34 To make the world a healthier, happier place. To be the trusted leader in enriching the health and well being of the public one life at a time. Integrity Resourcefulness Patient and Customer Focus Teamwork and Leadership Technical Expertise Growth Kaizenovation Purpose P 3 People Process 34

35 First Who, Then What Right People, Right Seat 35

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