Our Journey to a Great Place to Work

Transcription

1 Our Journey to a Great Place to Work Ohio Hospital Association 100 th Annual Meeting June 8, 2015 Vicki Noel, SPHR, MLHR VP of Human Resources Teresa Bryan, MSW, LISW-S Director of Social Work/Patient Relations/UR

2 Who is Southern Ohio Medical Center? Main Campus located in Portsmouth, Ohio. Healthcare service area includes six counties in southern Ohio and northern Kentucky. Approximately 2,500 employees and 140 medical staff (70% are employed). Also includes 3 Urgent Care Centers, 3 Fitness & Wellness Centers, and 25 physician practices. 2

3 Who is Southern Ohio Medical Center? 3

4 What is the SOMC Culture? 4 Inside Story at Southern Ohio Medical Center - Great Rated!

5 What has been our cultural journey? Merger Three hospitals losing money Boards joined and hospitals merged New Leader New CEO hired New Focus World Class Service New Values Defined new Strategic Values: Safety Quality Service Relationships Performance New Team X 2 CEO removed four members of the Executive Team Replaced VP of HR and added VP of Safety Present Post-Merger New Team Results New Structure Sustained Results Community angry Three different cultures Digging out of financial trough CEO replaced members of Executive Team Improved Patient Satisfaction from 9 th to 99 th percentile Gained confidence from these results Replicated successful structure of Service initiative for all Strategic Values (SV) Executive Champion accountable executive Co-Directors leaders of the SV Key Indicators of Performance - Relationships Employee Satisfaction & Engagement Employee Retention Rate Employee Wellness Participation (2013) Physician Satisfaction Physician Retention Rate Key leaders accountable for indicators Department-level dashboards aligned with all SV s Sustained employee satisfaction and engagement results: Press, Ganey -99 th percentile Great Places to Work FORTUNE, Modern Healthcare, Best in Ohio 5

6 What is the history of our employee satisfaction results? SOMC Percentile Rank Performance SOMC Target Source: Press, Ganey Employee Partnership Survey All Hospital Database

7 How do we survey our workforce? Survey process has been tweaked annually along with the feedback requirements Making the survey convenient for our employees Implemented Departmental Proctors Offer various survey options Conduct the survey for a month Several forms of communication Encourage Participation optional Participation Rates % % % 7

8 What does the survey measure? 8

9 What does the survey measure? 9

10 What does the survey measure? 10

11 What does the survey measure? 11

12 What does the survey measure? 12

13 What are our Strengths? Rank Domain Strength 1 Employee I would recommend this organization as a good place to work. 2 Organization This organization cares about employee safety. 3 Organization This organization provides high-quality care and service. 4 Employee I would recommend this organization to family and friends who need care. 5 Organization This organization values employees from different backgrounds. 6 Employee I would like to be working for this organization three years from now. 7 Organization This organization makes every effort to deliver safe, errorfree care to patients. 8 Employee I am proud to tell people I work for this organization. 9 Manager My job responsibilities are clear Organization Patient safety is a priority in this organization.

14 How do we hardwire our process to achieve and sustain outstanding results? Tier I Leaders conduct focus group meetings with staff member to develop action plans for improvement regardless of their overall scores Action plans are submitted and posted to departmental dashboard s as OFI s under Relationships Leaders perform regular rounding throughout the year and discuss Action plan progress regularly Tier II All the above, plus Required to document and submit their rounding logs quarterly to the VP of HR 14 Tier III All the above, plus Facilitated Focus groups will be conducted by members of the Relationship Leadership Team Consultation using focus group results involving department management and Executive Staff representation Free one year membership to an exclusive meeting for those departments scoring in the Tier III

15 How do we hardwire our process to achieve and sustain outstanding results? 15

16 Why does leadership exist? To Produce Results. 16

17 Why is fielding the best team important? 1. How many of you have worked a job that you would dread certain days based on who you worked with? 2. How many of you would have rather worked short than work another day with that person(s)? 3. How many of you left that department/organization because of this person(s)? 4. How many of you wished that your manager would have dealt with that person(s)? 17

18 Why is fielding the best team important? Our primary and most important job as leaders is to field the best possible workforce to care for our patients. Every person has both strengths and weaknesses they bring to work everyday. Our positive employees rely upon us every day to effectively manage their negative colleagues. If we don t, because of our discomfort or lack of follow-through, we are at risk of losing our best. Net Organizational Contribution

19 What are the characteristics of a Net-Positive contributor at SOMC? Come to work on time Loyal to the organization Bring forward issues and involved in generating solutions Want to do a good job Follow the rules, even when someone s not watching Disagree with decisions agreeably Committed to making things better for everyone Like to learn, especially if fun and quick Positive and invested in SOMC s success Open to change when it makes sense Caring, kind and good-hearted Ask tough questions Have fun at work Want to understand what s expected of them and have their expectations heard Leaders and co-workers are happy to have on their team 19

20 What are the characteristics of a Net-Negative contributor at SOMC? Negative behavior much of the time Often bring others down Point out problems in a negative way Undermine leaders Often intelligent and clinically skilled and loudly dismissive of those around them Expect special treatment Often hard working but contemptuous of those who don t work as hard as they do Passive aggressive Masters of the We-They position Cynical Believe they can outlast the leader Do not follow the rules Work hard at avoiding work Work the system and get their way Critical of efforts toward improvement 20

21 What barriers keep leaders from effectively managing Net-Negative contributors? Here s what we heard from SOMC s leaders They are manipulative. They are cyclical performers and have moments of improvement that cannot be sustained. They consume a great deal of a leaders time. They are people leaders would rather not be around or work with either. They are currently filling a staffing void (and replacing their vacancy is not as easy as it used to be). They are the most technically skilled person in the department. 21

22 What is SOMC s Net Organizational Contribution process? Provide Monthly Feedback Determine Net Contribution Net Organizational Contribution Process Identify Specific Behaviors The Net Organizational Contribution process is an Executive-driven, Human Resources-supported culture management process. The process requires leaders to do the following: (see chart) Document Expectations Clarify Expectations 22

23 What are the process steps? Provide Monthly Feedback Document Expectations Step 1 Determine Net Contribution Net Organizational Contribution Process Clarify Expectations Identify Specific Behaviors Annually, leadership teams meet to discuss each of their employees and determine the Net Contribution for each employee. 1 Leaders are asked a simple question to begin the discussion: If this person left SOMC today, would you rehire them? The leadership team reviews each employee s positives and negatives. HR enters and analyzes the initial review results. Managers/Directors schedule follow-up with HR for Net-Negative review This process can happen anytime throughout the year, but it is hardwired as a part of the annual performance management cycle.

24 What are the process steps? Provide Monthly Feedback Document Expectations Determine Net Contribution Net Organizational Contribution Process Clarify Expectations Step 2 Identify Specific Behaviors Leaders are required to meet with HR on every employee identified as contributing negatively. HR works with the leader to identify and document specific negative behaviors (not attitude). If valid, HR coaches leader through writing clear behavior expectations and the documentation format (letter and Performance Manager). HR coaches the leader through the critical conversation. 24

25 What are the process steps? Provide Monthly Feedback Document Expectations Determine Net Contribution Net Organizational Contribution Process Clarify Expectations Step 3 Identify Specific Behaviors Leader meets with each employee to share whether they were identified as contributing positively or negatively. Leaders are coached to be very specific about the positive behaviors a leader would like repeated and the negative behaviors that need to cease. Employee is provided an opportunity to ask clarifying questions. For those that contribute negatively, the leader reviews improvement expectations and consequences for the next year: Not eligible for tuition assistance or internal job bidding. If behavior does not improve, will not have a position at SOMC. 25

26 What are the process steps? Provide Monthly Feedback Determine Net Contribution Net Organizational Contribution Process Identify Specific Behaviors Leader documents both positive and negative feedback in the annual performance review (electronic performance management system). Leader provides Net-Negative letter (completed with HR during Step 2) to employee as a follow-up expectation conversation. (Note: this letter is also scanned into personnel record) Document Expectations Clarify Expectations Step 4 26

27 What are the process steps? Step 5 Provide Monthly Feedback Document Expectations Determine Net Contribution Net Organizational Contribution Process Clarify Expectations Identify Specific Behaviors Leader meets with the Net-Negative employee monthly to review progress on improvement. 1 If there is improvement, the leader acknowledges the improvement and asks for the behavior to be sustained. If there is little to no improvement, the leader reviews the observed behaviors and reiterates what is expected. There should be NO SURPRISES for the employee regarding where they stand during and at the conclusion of this process The first time we completed this process in 2008, we did not require documented follow-up. Over the years we have moved from none, to quarterly, to monthly follow-up required.

28 What are our results? Total % 1.5% 1.1% 1.6% 1.2% % 0.6% Net- Identified Cummulative Net- Term 28

29 Percentage/Percentile What are our results? 100 Net Organizational Contribution Process Started FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 GPTW "Overall" Retention Rate Employee Survey

30 What are our results? 2005 Rank Rank Rank Rank Rank Rank Rank Rank Rank Rank Rank 44 30

31 What conclusions can we draw? The efforts we have placed on listening to our workforce and fielding the best possible teams at all levels of the organization has been worth it. This kind of focus takes 31 Real commitment from your Executive Team. Trust in your Human Resources team. Oversight processes for leadership accountability. Our guess is your culture is worth it too!

32 What questions do you have? Vicki Noel, SPHR VP of Human Resources/OD (740) Ken Applegate, SPHR Director of Human Resources (740) Teresa Bryan, LISW-S Director of Social Work/UR (740)