1. Creating An Engaged Workforce In Changing Times

2. Building Leaders – Transforming Hospitals – Improving Care
Who We Are
Our Company
Our Team
Our Mission
Formerly known as Brim Healthcare we have a 45 year track record of delivering superior clinical & operating results for our clients.
Our Executive Team has experience in managing hospitals from multi-billion $ healthcare systems to community hospitals
We believe that the combination of People, Process & Technology transforms healthcare & provides the required results
Management
Consulting
Placement
Technology
Turnaround Strategy
Financial
Operations
Corporate Compliance
Board Development
Regulatory Compliance and Accreditation Preparation
Lean Process Improvement
Community Health Needs Assessments
Execuitve Recruiting
Interim Executive Placements
Mid-level and Specialty Placements
IT Recruiting
Gaffey Revenue Cycle Management
CrossTX Population Health Platform
Optimum Productivity
Update Verbiage
Building Leaders – Transforming Hospitals – Improving Care

3. Building Leaders – Transforming Hospitals – Improving Care
Clinical Consulting
Diane Bradley, PhD, RN, NEA-BC, CPHQ, FACHE, FACHCA
Regional Chief Clinical Officer
Diane began her health care career as a staff nurse in the Emergency Department of a major Medical Center. She has worked in diverse areas of nursing in acute care, long term care, and behavioral health. While in the U.S. Army, she advanced to Chief Nurse of a 400-bed field hospital, and again was appointed as the Chief Nurse in a multihospital system after the Army. Diane has been in her current position as Regional Chief Clinical Officer with HealthTechS3 for almost seven years.   In her role as Regional Chief Clinical Officer, Diane provides guidance and assistance to hospitals to integrate her expertise into operations, clinical areas, quality and patient safety, and board functions. Her special interests include mentoring and coaching clinicians, leadership development, quality and patient safety, patient engagement, conducting mock surveys, and especially addressing the unique needs of each organization and the demographic they serve.
Building Leaders – Transforming Hospitals – Improving Care

4. Instructions for Today’s Webinar
You may type a question in the text box if you have a question during the presentation
We will try to cover all of your questions – but if we don’t get to them during the webinar we will follow-up with you by
You may also send questions after the webinar to Diane Bradley (contact information is included at the end of the presentation)
The webinar will be recorded and the recording will be available on the HealthTechS3 web site
HealthTechS3 hopes that the information contained herein will be informative and helpful on industry topics. However, please note that this information is not intended to be definitive.  HealthTechS3 and its affiliates expressly disclaim any and all liability, whatsoever, for any such information and for any use made thereof.  HealthTechS3 does not and shall not have any authority to develop substantive billing or coding policies for any hospital, clinic or their respective personnel, and any such final responsibility remains exclusively with the hospital, clinic or their respective personnel. HealthTechS3 recommends that hospitals, clinics, their respective personnel, and all other third party recipients of this information consult original source materials and qualified healthcare regulatory counsel for specific guidance in healthcare reimbursement and regulatory matters.

5. Objectives
Upon completion of the webinar, participants will be able to: 1. Discuss 2 characteristics of an engaged workforce. 2. Define 3 barriers to workforce engagement. 3. Identify 2 strategies that will encourage workforce engagement. 4. Determine how the different generations can work together effectively. 5. Discuss how an outward mindset influences performance, collaboration and accelerated innovation.

6. Definition
Employee Engagement: “the bond employees have with their organization. And “when employees really care about the business, they are more likely to go the extra mile.” Lanphear Employee engagement can be traced back 2300 years to Alexander and his army ( BC).

7. Facts
2015 Workplace America study – 63% of best in class employers responded that they are at least moderately effective in engaging employees while 49% for all employers
In the same study, 38% of best in class employers reported being very effective and 14% for all employers
In the same study, 62% of employers agree that front line leaders explain organizational changes consistently and effectively as compared to 91% of best in class employers Source: TalentKeepers. Creating a Culture of Engagement: Strategies to Engage Your Employees
Advisory Board study in 2014 found that 7.4% of nurses were disengaged at work; this percentage was the highest among frontline staff Source: RNnetwork. Five Ways to Encourage Nurse Engagement.
Average turnover rate of nurses in 2014 was 16.4% with an average cost of turnover ranging from $36,900 to $57,300 – potential loss to an organization can be $ M Source: NSI Nursing Solutions. 2015

8. “Without employee engagement, you’re never going to get the kind of ultimate patient experience you’re hoping for.” – Mike Packnett, CEO Parkview Health
Source: Reilly, R. Five Ways to Improve Employee Engagement Now. Gallup. Jan. 7, 2014

9. Engaged
Disengaged

10. Benefits of an Engaged Workforce
85 percent of engaged employees displayed a genuinely caring attitude toward patients, compared to only 38 percent of disengaged employees.
91 percent of engaged employees recognize their workplace as dedicated to patient care, compared to only 42 percent of disengaged employees.
82 percent of engaged employees would want to use the facility where they work as a healthcare provider, compared to only 22 percent of disengaged employees.
Source: HR Solutions. 29,000 employee survey results

11. Costs of a Disengaged Workforce
Effect on Work - The disengaged employee tries to evade work, struggles to meet deadlines and is reluctant to accept responsibility.
Effect on Co-Workers - The negativity of a disengaged employee affects the team morale.
Effect on Customers - Every employee becomes an organization’s ambassador. Disengaged employees can reflect negatively outside the organization.
Effects on Productivity - Disengaged employees seldom push themselves to meet organizational goals let alone contribute to innovative practices at workplace.
Effect on Company Performance - A disengaged workforce by virtue of delayed completion of tasks and inability to improvise and innovate cost the company dollars which ultimately affects bottom line. A Gallup Study showed that costs of a disengaged workforce in the United States was upwards of $300B annually.
Effect on Personal Life of Employee - A disengaged employee is seldom able to shake off the lethargy and perform in the current organization which may ultimately affect his personal and family life. Source: Gallup Survey, 2008.
Source: Management Study Guide

12. Satisfiers and Dissatisfiers
Nature of the work
Opportunity for personal development
Achievement
Recognition
Compensation
Promotion
Levels of responsibility
Dissatisfiers
Bureaucracy
Work redundancy
Work conditions
Unnecessary work
Feelings of not being valued
Supervision
Salary
Relationship with Peers
Source: Herzberg, F. Herzberg’s Motivation-Hygiene Theory.

13. Generational Challenges

14. Organizational Culture
The values and behaviors that contribute to the unique social and psychological environment of an organization. Organizational culture includes an organization's expectations, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and future expectations. It is based on shared attitudes, beliefs, customs, and written and unwritten rules that have been developed over time and are considered valid. Source: Business Dictionary
Culture is displayed in: (1) the ways the organization conducts its business, treats its employees, customers, and the wider community, (2) the extent to which freedom is allowed in decision making, developing new ideas, and personal expression, (3) how power and information flow through its hierarchy, and (4) how committed employees are towards collective objectives.

15. Find “x”
y z x OR IS IT?
Employee
Engagement

16. Strategies What can you do to build an engaged workforce? Mutual trust
Job satisfaction
Credible leadership
Focused staff
Encourage innovation
Celebrating successes and failures
Creating an empowered environment
Outward mindset throughout the organization
Be transparent
Hire for attitude
Shared governance Collaborative governance

17. Strategies con’t Be receptive to other industry’s ideas
Develop a solid onboarding experience, e.g. welcome
letter sent individual’s home from manager and
department/division VP
Face-to-face orientation with key leaders providing
information about values
Opportunities for job advancement
Always promote respect regardless of position/title
Honor loyalty and commitment
Develop a Just Culture
Be transparent
Encourage growth through education
Be all inclusive – don’t forget physicians

18. Mindset Inward Mindset Outward Mindset
Focus is on self and personal goals
Lack of consideration on impact of personal behaviors on others
Blind to others’ needs
Creation of disunity
Lack of focus
See others
Adjust efforts
Measure impact
Focus is on the goals and objectives of the whole organization
Helps individuals see how they might be creating obstacle in the work of others, and helps them change the way they are working and relating to their team members in a way that creates real and sustainable results.

19. Example of Outward Mindset
Hire right
Listen & Ask
Questions
Welcome
Encourage
candor
Define
Organizational excellence
Verify trust
ALWAYS do what’s right
OJT & Team
Building
Exercises
“What’s needed now is a dramatic new way of inspiring people to excel while things are happening at lightning speed.”

20. “It all came down to employee engagement
“It all came down to employee engagement. It all came down to recognition. It all came down to leadership, which led to every sailor feeling ownership and accountability for the results. You can ask a team to accomplish a mission but you can’t order excellence.”–Mike Abrashoff, Commander USS Benfold (retired)

21. Workforce Planning Model (WPM) Source: AHA
Workforce Planning Model (WPM) Source: AHA. Developing an Effective Health Care Workforce Planning Model. Sept. 2013
Key components: 1. Data – analyze current workforce to determine what future should look like 2. Strategy – planning approach 3. Planning – how to fill needs of the future workforce 4. Evaluation – determine effectiveness of your plan

22. Summary
Source: Parim blog Talent Keepers

23. Thank You

24. Contact Information
If you would like to customize an Engagement Program for
your organization or have questions, please contact:
Diane Bradley
Regional Chief Clinical Officer
Phone: