Employee Engagement to Prepare for the New World of Healthcare
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Employee Engagement to Prepare for the New World of Healthcare

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The key to patient satisfaction and engagement is EMPLOYEE ENGAGEMENT. Learn practical tips to meet your team's goals in the every shifting sands in healthcare today.

The key to patient satisfaction and engagement is EMPLOYEE ENGAGEMENT. Learn practical tips to meet your team's goals in the every shifting sands in healthcare today.

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  • Greetings and intro to presentation.BEFFORE WE GET STARTED – I WANT TO INVITE EACH OF YOU TO THINK ABOUT YOUR MOST CHALLENGING EMPLOYEE. CLOSE YOUR EYES FOR AMOMENT – VISUALIZE IF NOTHING CHANGES - WHAT DO YOU SEE, WHAT DO YOU HEAR? WHAT DO YOU FEEL? NOW OPEN YOUR EYES – WHAT IS THIS EMPLOYEE IMPROVES – WHATEVER LEAD TO THIS CHANGE. THINK ABOUT WHAT YOU’D SEE – WHAT OTHERS WOULD SEE – WHAT WOULD YOU HEAR FROM THEM, WHAT WOULD YOU SAY – HOW WOULD YOU FEEL ABOUT THEM?
  • I’ll walk you through the critical leadership skills using these three imperatives::THEY OWN THEIR ROLE,THEY LOVE WHAT THEY ARE DOING AND THEY LEAD OTHERS RESPONSIBLY.LET’S TAKE A LOOK AT THESE TRAITS A LITTLE CLOSER(Story about football coaches about improving their leadership skills)
  • 1. LASTLY , LEAD IT… HAVING CLARITY ABOUT THE GOALS FOR YOUR ORGANIZATION AND CREATING A VISION FOR HOW TO ACHIEVE THOSE GOALS IS CRITICAL TO YOUR SUCCESS AND THE SUCCESS OF YOUR TEAM. . 2. COACH YOUR TEAM THROUGH THE GOOD TIMES AND THE NOT SO GOOD TIMES. FINDING OUT WHAT THEIR ROADBLOCKS TO SUCCESS ARE AND HOW YOU CAN HELP THEM. 3. IF WE ARE GOING TO LEAD IT EFFECTIVELY, WE HAVE TO BE AGENTS FOR CHANGE IN OUR ROLES. SO COMMUNICATING EARLY, OFTEN ABOUT THINGS THAT AFFECT YOUR PEOPLE, INVOLVING THEM IN THE PROCESS WHEN POSSIBLE CAN RESULT IN IMPROVE RESISTANCETHROUGH THE CHANGE PROCESS, SHOW YOUR APPRECIATION, INSURE YOUR TEAM HAS THE SKILLS, TOOLS AND RESOUCES TO BE SUCCESSFUL. THESE COMPETENCIES STRENGTHEN THE CULTURE FOR CHANGE BY BUILDING TRUST IN YOU AND THE CAUSE. 5. CLARITY ABOUT WHO YOU ARE, COACHING OTHERS AND BEING AGENTS FOR CHANGE ARE CRITICAL SUCCESS FACTORS TO AMP UP ENGAGEMENT AND PERFORMANCE FOR YOUR TEAM. .
  • TALK THROUGH THE LIST
  • CLICK BOTTOM TEXTHOW DO YOU CREATE AN ENVIRONMENT FOR HIGH PERFORMANCE? ONE OF THE FOUNDATIONS FOR PERFORMANCE SUCCESS IS (READ SLIDE)… THE ONE SIZE FITS ALL APPROACH TO MANAGING OTHERS DOES NOT WORK. I’M NOTSAYING PRACTICE FAVORITISM OR UNFAIR MANAGEMENT PRACTICES – YOU SET CONSISTENT PERFORMANCE EXPECTATIONS FOR YOUR EMPLOYEES, HOLD THEM CONSISTENTLY ACCOUNTABLE TO THOSE EXPECTATIONS BUT YOU RESPOND AND MANAGE TO THE INDIVIDUAL DIFFERENCES OF THAT PERSON.SHARE JASON STORY
  • QUINT STUDER TIES THE IMPORTANCE OF EMPLOYEE ENGAGEMENT AND PATIENT SATISFACTION TOGETHER! TALK TO KEY POINTS.
  • PATIENT SATISFACTION IS ABOUT CONSISTENTLY DELIVERING QUALITY SERVICE TO PATIENTS DURING EVERY PHASE OF THEIR HOSPITAL EXPERIENCE. WHEN EMPLOYEES ARE ENGAGED IN THEIR WORK THEY ARE ENGERGIZED/MOTIVATED BY THE WORK ITSELF AND TAKE STEPS TO ENSURE THAT THEIR ACTIVITIES ARE EFFECTIVE IN ACCOMPLISHING THEIR WORK’S PURPOSE. THE FOLLOWING FIVE MEASURES INDICATE A STRONG RELATIONSHIP TO PATIENT SATISFACTION FOR EMPLOYEES IN HEALTHCARE IN GENERAL, BASED ON GALLUP’S RESEARCH (IE. HOSPITALS WITH HIGH SCORES ON THESE 5 ITEMS ALSO TEND TO HAVE HIGH PATIENT SATISFACTION SCORES):BOTTOM LINE: EMPLOYEES THAT ARE INTRINSICALLY MOTIVATED BY THE WORK ITSELF AND RECEIVE INTERNAL PSYCHOLOGICAL REWARDS THEY WANT TEND TO CONCENTRATE MORE ON THEIR WORK, ARE MORE INNOVATIVE AND EFFECTIVE IN ACHIEVING THEIR WORKS PURPOSE…TAKING CARE OF THEIR CUSTOMERS, YOUR PATIENTS.
  • YES MY FRIENDS AND COLLEAGUES – IF YOUR EMPLOYEES’ ENGAGEMENT IS NOT THERE IS MIGHT NEAR IMPORSSIBLE TO OBTAIN YOUR PATIENT ENGAGEMENT AND PATIENT SATISFACTION GOALS. WHAT DOES EMPLOYEE ENGAGEMENT LOOK LIKE TO YOU? (WRITE DOWN THE RESPONSES)
  • WE ALL DO IT, OUR EMPLOYEES DO IT…WE BRING OUR WORKPLACE BELIEFS WITH US TO WORK EVERYDAY. I’M GOING TO REVIEW A THEORY OF MOTIVATION SOME OF YOU KNOW ABOUT – THAT CENTERS AROUND THESE BELIEFS. MOST THEORIES OF MOTIVATION FOCUS ON THE OUTCOMES YOU RECEIVE AS WORK - BUT WE TEACH THAT THERE ARE TWO OTHER THINGS BESIDES THE OUTCOMES THAT EFFECT OUR MOTIVATION…LET’S TAKE A LOOK.
  • 1. THE SECOND KEY IS ABOUT TRUST. LET’S SAY YOUR BOSS MAKES A COMMITMENT TO YOU LIKE THIS…IF YOU MEET ALL THE GOALS, YOU‘LL GET A BONUS, OR A PROMOTION2. SO, AS AN EMPLOYEE YOU DELIVER ALL THOSE RESULTS AND THEN SOME, BUT YOU DON’T GET THE BONUS NOR THE PROMOTION. IN THE CASE OF THE BOSS SCENARIO, LET’S SAY A BONUS IS PAID TO YOU (YEA), AND THE SAME IS PAID TO TWO OF YOUR TEAM MEMBERS DO NOT DELIVER THE RESULTS THAT YOU DID (BOO). FOR ANY OF THESE SCENARIOUS, THE REACTION IS TO CONCLUDE, I’M NOT GETTING WHAT MY PERFORMANCE DESERVES.3. WHEN IT COMES TO YOUR MOTIVATION ,TRUST IS A CRITICAL ELEMENT THAT EFFECTS CONFIDENCE AND COURAGE.
  • MY QUESTION TO YOU IS – Am I SATISFIED with the outcomes I receive at work?AT THE END OF THE DAY – ARE YOU SATISFIED WITH ALL THE OUTCOMES YOU GET FROM YOUR WORK?IF YOU ARE SATISFIED, INTRINSICALLY OR EXTRINSICALLY, YOU WORK HARDER, ARE HAPPIER AND WHEN YOU GET THE OUTCOMES PROMISED TO YOU, YOU FEEL CONFIDENT ABOUT YOURSELF. BUT WHEN ALL THE OUTCOMES ARE NOT SATISFYING, OUR CONFIDENCE AND COURAGE WANE. HERE’S AN EXAMPLE FOR YOU…YOU WORK REALLY HARD AND GET THAT BIG PROMOTION – YEA – YOU FEEL REALLY GOOD. THEN OVER TIME YOU REALIZE YOU ARE A SLAVE TO THAT BIG PROMOTION, YOU ARE WORKING MORE HOURS, GETTING MORE STRESSED, SPENDING LESS TIME WITH YOUR LOVED ONES AND LOOSE YOUR IDENTITY TO WORK. NOW, ARE YOU REALLY SATISFIED?THE FACT IS THAT PEOPLE PURSUE PERSONAL PAYOFFS – WE ALL DO. PAY ATTENTION TO YOUR HEART AND YOUR INTUITION AND MAKE GOOD CHOICES FOR YOURSELF. LIFE IS TOO LONG TO DO SOMETHING YOU GET NO SATISFACTION FROM
  • I WANT YOU TO THINK ABOUT ONE OF YOUR MOST PROBLEMATIC EMPLOYEES – WRITE DOWN SOME POSSIBLE CAUSES FOR THE PROBLEM S THEY ARE HAVING. THEN EVALUATE IF IT IS A CONFIDENCE, TRUST OR SATISFACTION ISSUE USING THE TEMPLATE PROVIDED. WE WILL SHARE THE OUTCOMES OF YOUR ASSESSMENT AFTER THE BREAK OUT. PLAY PIANO MUSIC
  • FOR THE DIAGNOSTIC DISCUSSION – YOU HAVE TO BE VERY SKILLFUL AT ASKING THE RIGHT QUESTIONS TO GET THEM TO TELL YOU WHY THEY FEEL THEY CAN’T DO A PART OF THEIR JOB, OR WHY THEY DON’T TRUST YOU OR THE COMPANY OR WHY THEY ARE DISSATISFIED WITH OUTCOMES THEY RECEIVE FROM THEIR WORK. WE HAVE TWO PROPRIETARY TOOLS THAT CAN BE COMPLETED ONLINE OR ON PEN AND PAPER – PEOPLE TRUS T THIS PROCESS TO BE HONEST MORE THAN TELLING YOU TO YOUR FACE. SEE ME AFTER THE SESSION AND I’LL SHOW YOU HOW THESE TOOLS ARE SET UP TO GET THE INFORMATION YOU NEED – TO GET THE MOTIVATION PROFILE FOR EACH OF YOUR EMPLOYEES.
  • LOOK AT ALL THE CHALLENGES AND SOLUTIONS YOU CAME UP WITH !
  • THE 22 HIGHLY EMPOWERED WOMEN WE INTERVIEWED HAVE MASTERED THEMSELVES AND WHAT WE FOUND IS THAT EACH OF THEM HAD 3 SPECIFIC TRAITS:THEY OWN THEIR ROLE,THEY LOVE WHAT THEY ARE DOING AND THEY LEAD OTHERS RESPONSIBLY.LET’S TAKE A LOOK AT THESE TRAITS A LITTLE CLOSER
  • TALK THROUGH THE LIST
  • REMEMBER JASON AND HIS BOSS
  • ARE YOU WILLING TO DO ANOTHER VISULAIZATION?OK – CLOSE OUR EYES. SEE YOURSELF GOING BACK TO WORK AND DOING THE SAME THINGS YOUR’VE BEEN DOING – LISTEN TO THE THINGS YOU’RE SAYING TO YORUSELF AND TO OTHERS, LOOK AT WHAT YOU ARE SEEING? WHAT ARE YOU FEELING? Ok – NOW OPEN YOUR EYES – YOU EACH HAVE A CHOICE TODAY. WHAT IF YOU TAKE JUST ONE THING WE TALKED ABOUT TODAY TO USE IT AT WORK. CLOSE YOUR EYES AGAIN, SEE YOURSELF USING THIS ONE THING – SEE OTHERS RESPONDING TO YOU , WHAT ARE YOU SAYING, HOW ARE THEY RESPONDING, HOW ARE YOU FEELING? BETTER?

Employee Engagement to Prepare for the New World of Healthcare Presentation Transcript

  • 1. March 28, 2013Martha Forlines, President BSIEmployee Engagementto Prepare for the NewWorld of HealthcareMartha Forlines © 2013
  • 2. Martha Forlines © 2013beliefsysteminstitute.com 678-576-5207Agenda… The HEAT is on Critical Leadership Skills to AMP UPyour team’s performance Creating an environment to AMP UPemployee motivation andengagement Linking patient satisfaction andemployee engagement Conditions for employee motivationand engagement How to get to root cause engagementand performance solutions
  • 3. Martha Forlines © 2013beliefsysteminstitute.com 678-576-5207+16 millioninsuredBad debtexpected toincreasePatients mayhave delaysin gettingtreatedPatient safetyandengagementimperativeNeed to becompetitive…patientexperience /satisfaction
  • 4. Martha Forlines © 2013beliefsysteminstitute.com 678-576-5207+16 millioninsuredBad debtexpected toincreasePatients mayhave delaysin gettingtreatedPatient safetyandengagementimperativeNeed to becompetitive…patientexperience /satisfaction
  • 5. Martha Forlines © 2013beliefsysteminstitute.com 678-576-5207+16 millioninsuredBad debtexpected toincreasePatients mayhave delaysin gettingtreatedPatient safetyandengagementimperativeNeed to becompetitive…patientexperience /satisfaction
  • 6. Martha Forlines © 2013beliefsysteminstitute.com 678-576-5207+16 millioninsuredBad debtexpected toincreasePatients mayhave delaysin gettingtreatedPatient safetyandengagementimperativeNeed to becompetitive…patientexperience /satisfaction
  • 7. Martha Forlines © 2013beliefsysteminstitute.com 678-576-5207+16 millioninsuredBad debtexpected toincreasePatients mayhave delaysin gettingtreatedPatient safetyandengagementimperativeNeed to becompetitive…patientexperience /satisfaction
  • 8. Martha Forlines © 2013beliefsysteminstitute.com 678-576-5207+16 millioninsuredBad debtexpected toincreasePatients mayhave delaysin gettingtreatedPatient safetyandengagementimperativeNeed to becompetitive…patientexperience /satisfaction
  • 9. Martha Forlines © 2013beliefsysteminstitute.com 678-576-5207Critical LeadershipSkillsOwn itLove itLead itAMPEDUPPerformance
  • 10. Martha Forlines © 2013beliefsysteminstitute.com 678-576-OWN IT
  • 11. Martha Forlines © 2013beliefsysteminstitute.com 678-576-IT
  • 12. Martha Forlines © 2013beliefsysteminstitute.com 678-576-5207ClarityCoachChangeLEAD IT
  • 13. Martha Forlines © 2013beliefsysteminstitute.com 678-576-1. Live by your values and notice if they areconsistent with those of your employer2. Speak up - mind-reading is impossible.3. Keep the promises you make.4. Hold yourself accountable for results5. Be trustworthy6. Practice good work ethics(dependability, timeliness, professionalismand diligence)7. Be relevant in your area of expertise8. Be courteous, polite and respectful9. Don’t be a victim or a martyr10. Practice good self care – stay healthy andtake care of yourself10 Rules for SELF MANAGEMENT
  • 14. Martha Forlines © 2013beliefsysteminstitute.com 678-576-5207There is just one solution…
  • 15. From Quint Studer’s HardwiringExcellence: Employee engagement and satisfaction is thekey to driving performance excellence andpatient satisfaction; Take care of your people…they will take careof your patients; Organizations that recognize that employeesatisfaction is the cornerstone of improvingpatient satisfaction are the ones that will leadthe healthcare pack; Want to keep workers engaged? Ask for theirideas.Martha Forlines © 2013beliefsysteminstitute.com 678-576-5207
  • 16. Linking Patient Satisfaction toEmployee EngagementMartha Forlines © 2013beliefsysteminstitute.com 678-576-5207Processimplementation•Having the opportunity to do what I do best every day•Having the materials and equipment to do my job right•Knowing their opinions count*Relationshipmanagement•The mission or purpose of my organization makes me feel my job isimportant•My associates/fellow employees are committed to doing quality work•Having satisfying relationships with co-workers*Continuouslearning•This last year, I have had opportunities at work to learn and grow
  • 17. How do you get patientengagement?&How do you get patientsatisfaction?Martha Forlines © 2013beliefsysteminstitute.com 678-576-5207Employee engagement
  • 18. “People are motivated bywhat they believe.”Martha Forlines © 2013beliefsysteminstitute.com 678-576-CONDITIONS FOR EMPLOYEEMOTIVATION AND ENGAGEMENT
  • 19. Martha Forlines © 2013beliefsysteminstitute.com 678-576-First belief… CONFIDENCE
  • 20. 2nd Belief: TRUSTDo I get what Imy performancedeserves?Martha Forlines © 2013beliefsysteminstitute.com 678-576-
  • 21. 3nd Belief:SATISFACTIONAm I satisfied?Martha Forlines © 2013beliefsysteminstitute.com 678-576-
  • 22. Martha Forlines © 2013beliefsysteminstitute.com 678-576-5207How do you get to the root cause ofemployee engagement andperformance issues?Using the template in your handout, think of yourmost problematic employee. Next without the benefitof receiving their input, evaluate if confidence, trustor satisfaction issues are the cause.Break out
  • 23. How do I figure allthis out?1. You can have a “diagnostic”discussion with your employeeOR2. Have employees complete the GMAor R U Engaged? the workplaceassessment tool to diagnose whypatient satisfaction is breakingdown Martha Forlines © 2013beliefsysteminstitute.com 678-576-5207
  • 24. Martha Forlines © 2013beliefsysteminstitute.com 678-576-5207+16 millioninsuredBad debtexpected toincreasePatients mayhave delaysin gettingtreatedPatient safetyandengagementimperativeNeed to becompetitive…patientexperience /satisfaction
  • 25. Martha Forlines © 2013beliefsysteminstitute.com 678-576-5207Critical LeadershipSkillsOwn itLove itLead it
  • 26. Martha Forlines © 2013beliefsysteminstitute.com 678-576-1. Live by your values and notice if they areconsistent with those of your employer2. Speak up - mind-reading is impossible.3. Keep the promises you make.4. Hold yourself accountable for results5. Be trustworthy6. Practice good work ethics (dependability,timeliness, professionalism and diligence)7. Be relevant in your area of expertise8. Be courteous, polite and respectful9. Don’t be a victim or a martyr10. Practice good self care – stay healthy andtake care of yourself10 Rules for SELF MANAGEMENT
  • 27. Martha Forlines © 2013beliefsysteminstitute.com 678-576-5207There is just one solution…
  • 28. From Quint Studer’s HardwiringExcellence: Employee engagement and satisfaction is thekey to driving performance excellence andpatient satisfaction; Take care of your people…they will take careof your patients; Organizations that recognize that employeesatisfaction is the cornerstone of improvingpatient satisfaction are the ones that will leadthe healthcare pack; Want to keep workers engaged? Ask for theirideas. Martha Forlines © 2013beliefsysteminstitute.com 678-576-5207
  • 29. How do you get patientengagement?&How do you get patientsatisfaction?Martha Forlines © 2013beliefsysteminstitute.com 678-576-5207Employee engagement
  • 30. “People are motivated bywhat they believe.”Martha Forlines © 2013beliefsysteminstitute.com 678-576-CONDITIONS FOR EMPLOYEEMOTIVATION AND ENGAGEMENT
  • 31. Martha Forlines © 2013beliefsysteminstitute.com 678-576-5207
  • 32. Want to improve employeeperformance by 70% Profitability: low productivity, poor individual or teamperformance, poor quality, escalating costs, poorfinancial results; Leadership: unaware of impact on others, toleratingdisruptive conflict, lack of accountability, lackcourage to deal with employee performance issues,key talent leaving; Change Management: due to rapid growth,downsizing, restructuring, mergers, acquisitions; Employee satisfaction: perceived unfairness, hostileenvironment, lack of trust and respect, not being keptinformed, no opportunity for input, perceivedfavoritism and discrimination, grievances and EEOCcharges.Martha Forlines © 2013beliefsysteminstitute.com 678-576-5207