1. Supporting Excellence: The Role of HR in Organizational Excellence
Bob Murphy, R.N., Esq., FACHE Senior Leader, International Speaker
Studer Group 1
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2. Commit To Being An “Excellent” Adult Learner
Quiet cell phones/pagers
Be here
Listen as if you were going to teach it
Take notes
Participate: laugh, snort, question
Relate vs. compare
Own it 2
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4. Evidence-Based LeadershipSM
Meeting Title Here (on Notes Master)
Evidence-Based LeadershipSM
Rev
Breakthrough
Foundation
STUDER GROUP®:
Objective Evaluation System
Leader Development
Must Haves®
Performance Gap
Standardization
Accelerators
Aligned Goals
Aligned Behavior
Aligned Process
Implement an organization- wide staff/leadership evaluation system to hardwire objective accountability (Must Haves®)
(30 pts)
Create process to assist leaders in developing skills and leadership competencies necessary to attain desired results
(15 pts)
Agreed upon tactics and behaviors to achieve goals
Rounding for Outcomes: (10pts)
Thank you notes: (2 pts)
Selection and the First 90 Days (8 pts)
Key Words at Key Times (5 pts)
Post Phone Calls (10 pts)
Re-recruit high and middle performers
Move low performers up or out
(12 pts)
Processes that are consistent and standardized throughout the company
(8 pts)
Leader Eval ManagerTM
Patient Call Manager TM
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5. Meeting Title Here (on Notes Master)
Aligned Behavior
Must Haves®
Objective Evaluation System
Must Haves®
Leader Development
Performance Gap
Standardization
Accelerators
Aligned Goals
Aligned Behavior
Aligned Process
© Studer Group®

6. Meeting Title Here (on Notes Master)
Rounding for Outcomes: Staff
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7. Employee Satisfaction Increase
Meeting Title Here (on Notes Master)
Employee Satisfaction Increase
2009
Overall RSFH
99%tile
Corporate Services
100%tile
Bon Secours St. Francis
Roper
Source: South Carolina Hospital, Admissions=25,837 Total beds = 594, vendor = PRC
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8. Rounding on Direct Reports
Tell your staff about rounding
Do rounding with the prescribed frequency
Use a rounding log
Give feedback

9. Rounding for Outcomes - Employees
Meeting Title Here (on Notes Master)
Rounding for Outcomes - Employees
Meeting Title Here (on Notes Master)
Align Questions to fit Desired Outcomes of the Organization
Concern and Care
What is Working Well
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up 9 9 9
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10. Harvesting Ideas from your Staff

11. Meeting Title Here (on Notes Master)
Verification:
Employee Rounding Log
What is working well?
Staff / physician to recognize?
Any systems needing improvement?
Do you have the tools and equipment to do the job?
Anything else I can do for you right now?
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12. Sample Rounding Stoplight Report
Meeting Title Here (on Notes Master)
Sample Rounding Stoplight Report
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13. Meeting Title Here (on Notes Master)
Aligned Behavior
Performance Gap
* Principle 4
Objective Evaluation System
Leader Development
Must HavesSM
Performance Gap
Standardization
Accelerators
Aligned Goals
Aligned Behavior
Aligned Process
© Studer Group

14. We have learned that the reluctance to address low/sub-par performance keep an organization from being the best. Quint Studer

15. Meeting Title Here (on Notes Master)
Performance Curve
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16. Definition of High Performer
Meeting Title Here (on Notes Master)
Definition of High Performer
Definition
Comes to work on time
Good attitude
Problem solves
You relax when they are scheduled
Good influence
Use of peer interviews
Pillar ownership
Brings solutions H
Professionalism
Adheres to policies concerning breaks, personal phone calls, leaving the work area, and other absences from work.
Teamwork
Demonstrates high commitment to making things better for their team and organization as a whole.
Knowledge & Competence
Eager to change for the good of the organization. Strives for continuous professional development.
Communication
Consistently communicates organizational. Does not create we/they. Provides frequent feedback to staff.
Safety Awareness
Demonstrates the behaviors of safety awareness in all aspects of work.
© Studer Group

17. Definition of Middle Performer
Meeting Title Here (on Notes Master)
Definition of Middle Performer
Definition
Good attendance
Loyal most of time
Influenced by high and low performer
Wants to do a good job
Could just need more experience
Helps manager be aware of problems M
Usually adheres to policies concerning breaks, personal phone calls, leaving the work area, and other absences from work.
Professionalism
Teamwork
Committed to improving performance of their team and organization. May require coaching to fully execute.
Knowledge & Competence
Invested in own professional developments. May require some coaching to fully execute.
Communication
Usually communicates organizational information. Occasionally uses we/they language. Provides some feedback to staff.
Safety Awareness
Demonstrates the behaviors of safety awareness in all aspects of work.
© Studer Group

18. Definition of Low Performer
Meeting Title Here (on Notes Master)
Definition of Low Performer
Definition
Points out problems in a negative way
Positions leadership poorly
Master of “We/They”
Passive aggressive
Thinks they will outlast the leader
Says manager is the problem L
Professionalism
Does not communicate effectively about absences from work. Handles personal phone calls in a manner that interferes with work. Breaks last longer than allowed.
Teamwork
Demonstrates little commitment to their team and the organization.
Knowledge & Competence
Shows little interest in improving own performance or the performance of the organization. Develops professional skills only when asked.
Communication
Does not communicate organizational information. Uses language to create we/they culture. Does not provide feedback.
Safety Awareness
Performs work with little regard to the behaviors of safety awareness.
© Studer Group

19. Moving the High Performers
Meeting Title Here (on Notes Master)
Moving the High Performers
Tell them where the organization is going
Thank them for their work
Outline why they are so important
Ask if there is anything you can do for them
© Studer Group

20. Goal with High Performers
Meeting Title Here (on Notes Master)
Re-recruit
Recognize
Retain
Our goal with High performing employees is to
Re-recruit
Recognize
And Retain
(will go into more detail later)
© Studer Group 20

21. Person with Middle Performance Conversation
Meeting Title Here (on Notes Master)
Person with Middle Performance Conversation
Reassure individual goal is to retain
S : Support
Describe good qualities – calm down their anxiety
C : Coach
Cover development opportunity
Reaffirm good qualities
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22. Goal with Middle Performers
Meeting Title Here (on Notes Master)
Reassure
Re-recruit
Develop
Our goals with the middle performer are to:
(will cover in more detail later)
© Studer Group 22

23. Person with Low Performance Conversation
Meeting Title Here (on Notes Master)
Person with Low Performance Conversation
Do not start meeting on a positive note
D : Describe
Describe what has been observed.
E : Evaluate
Evaluate how you feel.
S : Show
Show what needs to be done.
K : Know
Know consequences of continued same performance.
Follow up
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24. Goal with Low Performer – Up or Out
Meeting Title Here (on Notes Master)
Goal with Low Performer – Up or Out
Improve, or
De-select
We have 2 easy goals with the low performer
(detail later)
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25. What Has Been Accomplished?
Meeting Title Here (on Notes Master)
What Has Been Accomplished?
Leader demonstrates concern and care for team member
Leader demonstrates commitment to team member professional development
Leader affirms and shows appreciation for high and middle
Leader lets people with sub-par performance know exactly where they stand and next steps for their performance
Leader role models value driven leadership
© Studer Group

26. Frequently Asked Questions
Meeting Title Here (on Notes Master)
Frequently Asked Questions
What if a person is good clinically and good with the patient but cannot work with co-workers?
What about the high performer who has an attendance problem?
What if the sub-par performer has been in organization a long time?
What if my leader is a sub-par performer?
If I deal with staff with performance issues and other leaders do not, will people think I am a mean leader?
What if all past evaluations are good?
What if I have not documented well?
What if HR protects people?
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28. Thank You! Call or Write.
Bob Murphy, R.N., Esq., FACHE Stay connected with Bob and Studer Group on Facebook and Twitter (BobmurphyRN)