Rounding for Outcomes “Internal” Customers

Name: Rounding for Outcomes “Internal” Customers
Uploaded: 2017-07-18T22:21:11+00:00
Duration: PTM23S14
Channel: Jade Gilmore
Description: Rounding for Outcomes “Internal” Customers

Rounding for Outcomes “Internal” Customers
A Must Have!

Evidence Based Leadership (EBL) SM
Meeting Title Here (on Notes Master) Evidence Based Leadership (EBL) SM Breakthrough Foundation STUDER GROUP: Leader Evaluation Leader Development Must Haves® Performance Gap Standardization Accelerators Aligned Goals Aligned Behavior Aligned Process Implement an organization-wide leadership evaluation syst. to hardwire objective accountability PILLAR GOALS LEM (Principle 7) Create process to assist leaders in developing skills and leadership competencies necessary to attain desired results LDI (Principles 4 & 8) Rounding Thank You Notes Employee Selection Pre and Post Phone Calls Key Words at Key Times AIDET & Managing Up (Principles 3, 5, 6, & 9) Re-recruit Excelling and Achieving performers Move lagging performers up or out (Principle 4) Agendas by pillar Peer interviewing 30/90 day sessions Pillar goals (Principles 1 & 2) Leader Eval MgrSM (LEM) Discharge Call MgrSM (DCM) Rev 11.07 © Studer Group

Types of Rounding for Outcomes
Leader Rounding on Employees Senior Leader Rounding Physician Rounding Leader Rounding on Internal Customers Leader Rounding on Patients Senior Leader Rounding – Scouting Report

What all Rounding has in common
Taking care of our customers Proactively engaging patients, family, employees, providers, and other departments Listening to, communicating with and supporting them It’s the exact opposite of an open door policy

Why do we do it? Rounding is helps us assess what is going on in our organization and operationalize excellence. What’s the difference between Employee Satisfaction and Employee Engagement?

Benefits from Rounding - ROI
Increase Employee satisfaction Patient satisfaction Physician satisfaction Retention Patient safety Departmental efficiency – process improvement Ownership Reward and recognition

Nine Principles for Service and Operational Excellence
Commit to Excellence Measure the Important Things Build a Culture Around Service Create and Develop Great Leaders Focus on Employee Satisfaction Build Individual Accountability Align Behaviors with Goals and Values Communicate at All Levels Recognize and Reward Success

Leaders must round on the employee first
First Focus Leaders must round on the employee first By concentrating on the employee employee satisfaction employee retention physician loyalty it lays the foundation higher patient satisfaction

Rounding on Direct Reports
What are direct reports looking for from their Leader? A good relationship Approachability Willingness to work shoulder to shoulder Efficient systems Training and development Tools and equipment Appreciation

Tell your staff about rounding Do rounding with prescribed frequency
Rounding for Outcomes So what do you need to do? Tell your staff about rounding Do rounding with prescribed frequency Use a rounding log to record responses Give Feedback

Rounding log format

Rounding on Direct Reports: Questions
Set the Tone Start with a relationship question: How’s the new baby? How was your son’s game last night? Is your mom feeling better? Outcome – Care and Concern: Build relationship Create trust Demonstrate caring

Rounding on Direct Reports: Questions
Ask questions that drill down to needs: 1. Tell me what is working well today. 2. Are there any individuals whom I should be recognizing? 3. Are there any physicians whom I should be recognizing? 4. Do you have the tools and equipment to do your job? 5. Is there anything we can do better? 6. Is there anything getting in the way of your giving the kind of care you want to your patients/customers? 7. Is there anything I can do for you right now? (Make note of any Tough Questions encountered)

Sample Rounding Form

Rounding Barriers Time Discipline Skill, comfort

Those leaders with large span of control may be less often
How often to Round? 2-3 staff per day. This assumes a 5 minute interaction, 15 minutes to round and 15 minutes to follow up. 30 minutes per day dedicated to staff rounding For most leaders this will equate to rounding on each staff person monthly Those leaders with large span of control may be less often Guide is approx. 40 employees each month 40-80 every two months >80 every quarter

Leader Rounding Outcomes
Focus on the positive Build relationships Harvest wins Identify process improvement areas Repair and monitor systems Coach on behavior/performance standards Outcomes/Results

Stop Light Report Monthly Meeting Model Leader Evaluation (from LEM)
Accountability Stop Light Report Monthly Meeting Model Leader Evaluation (from LEM) Monthly Report Card 90-Day Plan – Professional Development Linkage Grid (from leadership development training- quarterly) Rounding Logs Thank You Note Matrix Manage Up People Trends and Issues- Standards of Behavior

Areas of Focus Round on direct reports the same way all leaders round on their employees Round in departments/clinics with other leaders using a scouting report

Senior Leader Rounding Scouting Report

Purpose of Senior Leader Rounding
Link to department leader rounding logs Supply important information to a given department Focus on external environment Identify tough questions Reward and recognize the right people Acknowledge which systems have been fixed Point to tools and equipment that have been purchased and those that still need attention

Increases senior leader visibility Reassures and engages staff
Outcomes Increases senior leader visibility Reassures and engages staff Connects the dots for staff regarding organization decisions/outcomes Validates leader rounding Eliminates we/they mentality Improves physician integration

Internal Customer Rounding
Round on areas your department serves Meet with leaders/key staff - communicate service commitment Review accomplishments and areas requiring attention Provide timelines for resolving issues and completing work Follow-up to assure gains are sustained Use rounding to score wins organization wide

Questions for Rounding on Departments Served
Relationship, clarify expectations Review accomplished (Capture the Wins!) What is working well? Anyone I can recognize? What are opportunities for improvement? Any ideas on how we can improve? (Provide timeline) Identify specific areas from survey process to address Use a log to hardwire process (track) Review log with supervisor

Internal Customer Rounding Form

Frequency of Rounding on Internal Customers
Identify those departments you serve that are high volume or high impact [Generally 5 or 6 areas] 10-15 minutes per area = minutes weekly Round in these areas weekly Rotate others in the rounding cycle (one at a time) so you can have a good representation of all departments served

Maybe, right now, you’re feeling like this….
Maybe you’re feeling like this? How am I going to work this in? Remember, rounding is just a structured way of doing what you are already doing. You’re already talking to your staff, your internal customers, the physicians, . You’ve already encouraged them to let you know if they need anything. You’ve already done some recognition of good performance and made process improvements. Rounding makes these conversations more efficient to organize your time and that of the staff. It is Evidence Based Leadership at its best.

Building on Leader Rounding
Thank you Notes Building on Leader Rounding

Thank you Notes

Compliment to Criticism Ratio

Employee satisfaction Patient satisfaction Leader job satisfaction
Reap the Rewards Improves -- Employee satisfaction Patient satisfaction Leader job satisfaction Recruitment and retention Productivity and ownership

Thank you Notes - Origination
From manager to an employee From one-up to an employee – [someone you have managed up] From manager to physician/provider

Connecting back to the Health Care Flywheel
From the Rounding Connecting back to the Health Care Flywheel -- Purpose, worthwhile work, and making a difference Take what you have heard in rounding and ensure the employee is receiving further recognition A handwritten note is well received A thank you note received at home has greater impact OUMS required to write 8 per month OU Physicians required to write 3 per month

The Best Thank you Note Timely Specific Sincere

Tracking Grid - Example
Numerous ways you can track your thank you notes. This is one example

Stop Light Report Monthly Meeting Model Leader Evaluation (from LEM)
Accountability Stop Light Report Monthly Meeting Model Leader Evaluation (from LEM) Monthly Report Card 90-Day Plan -Professional Development Linkage Grid (from leadership development training- quarterly) Rounding Logs Thank You Note Matrix Manage Up People Trends and Issues- Standards of Behavior

Communication Tools

30/90 Meetings with New Hires Stoplight Report or Stoplight Board
Communication Tools 30/90 Meetings with New Hires Stoplight Report or Stoplight Board Communication Board Town Hall Meetings/Employee Forums

30 / 90 Day Meetings with New Hires

Commit to Excellence Measure the Important Things Build a Culture Around Service Create and Develop Great Leaders Focus on Employee Satisfaction Build Individual Accountability Align Behaviors with Goals and Values Communicate at All Levels Recognize and Reward Success How to create a sense of Ownership within the organization

30 / 90 Day Meetings with New Hires
Hardwiring the right ways to communicate with employees at critical times in their employment Why? Your new employee is comparing their first few weeks of work with you to their last week at the last job Assists with reducing turnover Improve quality through more efficient and better trained staff OUMS requires 30/60/90/120/180 meetings with New Hires

Objectives of 30 / 90 Day Meetings
The objective at 30 days is to purposefully show care – further establishing a relationship To get information and feedback so it can be applied before the 90-interview The objective at 90 days is to provide feedback on the answers to the questions and suggestions from the 30 day meeting.

Questions Now that you have been here for a month, how do we compare to what we said? Don’t except 1 word answers, dig deeper What are we doing well? Who are some people who have been helpful during your first month here? At your previous place of employment, what are some things that were in place that you feel could make us better? Is there anything here that you are uncomfortable with? Anything that might cause you to want to leave? Question 1 – How have our behaviors stacked up against what we said our values were when he/she took the job. Question 3 – Ask early on in employment before they get too ingrained in the new system – so they don’t forget best practices you can learn from. Harvest all opportunities for process improvement.

Sample Same for is used whether it is a 30/60/90/120/or 180 Day meeting

Stop Light Report

Stop Light Reports – Providing Feedback
A Stop Light Report is a way to communicate in writing how the ideas and/ or concerns harvested in rounding are dealt with Post on a Communication Board

Stop Light Report

Stop Light Board – Providing Feedback

An example of a SLR that was found on the Studer Website.

Communication Boards

Communication Boards - Purpose
Cascade information down to others in the enterprise Communicate with consistency at the department level Goals and Current Results Progress in quality improvement initiatives Stop Light Report items & status Thank you notes received Employee Recognition

Standard items on Each Board
The OU Medicine Pillar Goals Standards of Behavior Clinic or Department Scorecards Stop light report (OU Physicians) Thanks You Notes, Patient Comments, etc… Posted in an Area Visible to Patients Shows our commitment to Excellence

OU Children’s Physicians
OUCP Communication Board Example

OUMC OUMS Communication Board Example

Tips for Creating and Maintaining Boards
Organize by Pillars and provide information that pertains to each Pillar Ask: what is key information all employees need to have access to that pertains to organizational, unit, department, and/or clinical goals? Ask your Excelling (High) Performers to help manage the information on the board

Town Hall Meetings/Employee Forums

Town Hall Meetings/Employee Forums
Quarterly meetings led by senior leaders Communicate a consistent message Predetermined agenda tied to Pillars Built on a theme that ties together the session, supports the mission, and creates an opportunity for teamwork Should be attended by all employees with leaders setting the expectation

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Rounding for Outcomes “Internal” Customers

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