I noticed that &#x201C;poor communication&#x201D; is one of the issues we&#x2019;re trying to improve on, and something that really struck me when I came to medical education&#x2026; is the amount of &#x201C;coded language&#x201D; (ie: jargon, buzz-words, acronyms), and even sort of unnecessarily-complicated language that gets used &#x2026; .&#xA0; An example in the Staff Engagement Plan is on slide #10, &#x201C;change management strategies&#x201D;.&#xA0; (This could say: ways to cope with change.)\nMy tendency &#x2026; is to try to de-mystify that language&#x2026; to simplify and clarify. When there are lots of buzz-words or complicated-sounding ideas in a communication, the meaning can get lost, and what gets communicated (at least to me) is that something sounds difficult.&#xA0; When something meant to be simple (like a slide of bullet points) has these very complex-sounding titles for things&#x2026; it&#x2019;s intimidating to me as the target audience. Instead of sounding like something that will make my life easier, it sounds like a complication.&#xA0; &#x2026;I mean using language that is immediately graspable---then you can expand the idea behind it when you do a training/meeting/etc. - Anon.\n\n
Excellent plan and very exciting to see these ideas moving forward. Especially like the change management strategy. I am wondering how personal mission statements will relate (if at all) to performance evaluations. Perhaps something for that working group to flesh out? - Kristen\n\nI still do think that the team element is missing.&#xA0; What if folks filled out something like this and then considered who key partners would be and how their role on the project mapped onto their own values?\n\nThey might fill out a grid on portfolio with three columns: goals, key partners, relationship to personal values.&#xA0; The second column helps us to think in terms of teams even when we're primarily responsible for even a menial task.&#xA0; The third column harnesses the motivation that I think a lot of us actually have -- a belief in the power of education.&#xA0; It would be great to help people remember what inspires them. - Renee\n
Victoria Ruddick\nThis looks great. I especially like the buddy system and the "robust" staff directory A suggestion to keep the staff directory fresh: Solicit "efficiency" or "innovative" or "organizational" or "fun" tips from everyone and share on profile, blog, or chatter feed.&#xA0; This would be the kind of thing that a buddy or a mentor would share, but does that not happen now because of the lack of proximity between staff, and lack of casual interaction between staff at work. With social media, we should be able to get these out easily if we get buy-in on a system. Do staff also get to make a "UCSF Profile"?&#xA0; Could we use this for our staff profiles, or is that too public? Nice work and looking forward to participating.&#xA0;- Victoria\n\n
ENGAGING TEAMSEMPOWERING EDUCATION UCSF Medical Education Staff Engagement Plan 2011-2012 for more information or comments: contact firstname.lastname@example.org Assistant Dean for Medical Education
BACKGROUND• October 2009 Chancellor Desmond-Hellman sets a vision that “all employees deserve a great manager!”• April2011 UCSF issues the Gallup Engagement survey to all academic and medical center staff• July 2011 UCSF calls on teams to reﬂect on survey results and develop an engagement plan• Fall 2011 Medical Education says, “YES, and...!”
CALL FROM UCSF1. Fall 2011 - Spring 2012 a. Managers review the Gallup survey results with teams b. Create an action plan for engagement c. Begin implementation of the plan in 2011-20122. Spring 2012: Ask staff about the three items above3. Spring 2013: Repeat Gallup Engagement Survey
RESPONSE BY MEDICAL EDUCATION1. Launched a wiki site for medical education staff with team survey results and resources2. Unit managers facilitated discussion of the results within their teams3. All staff attended a workshop to development engagement strategies4. Implemented engagement strategy to empower our teams and medical education
A HISTORY OF ACTION• 2007 “Survey says…” • Medical education scores below the campus in most areas • Staff identiﬁed inequitable pay across the team and poor communication throughout medical education• 2007 Outcomes • Equity review for all medical education, repeated again in 2011 • Assistant Dean position uniﬁes administration • Communication committee created that has led to medical education blog, new websites, etc
HOW DID WE DO THIS TIME? ! Q12. Opportunities to learn and grow ! Q11. Progress in last six months Growth!- Q10. I have a best friend at work+ Q9. Coworkers committed to quality Q8. Mission/Purpose of company+ Q7. At work, my opinions seem to count Teamwork!+ Q6. Someone encourages my growth+ Q5. Someone at work cares+ Q4. Recognition last seven days Individual! Q3. Do what I do best every day Contribu6on! Q2. I have what I need to work- Q1. I know what is expected of me Basic!Needs!- Below UCSF mean+ Above UCSF mean
DEVELOPING A PLANMedical education staff met to develop a engagementplan together....Our process was to:• Break into 8 small groups (2 per level of Engagement Hierarchy)• Brainstorm measurable strategies to address the assigned level of the hierarchy• Select one strategy and deﬁne the objectives, resources and a ﬁrst step toward implementation• Present the one idea to the large group• Ideas reviewed by managers and most compelling ideas taken forward
ENGAGEMENT STRATEGIES• Basic Needs • Develop skills in all staff to cope with an ever changing environment• Individual Contribution • Develop robust Staff Proﬁles to educate others about what each of us contributes• Teamwork • Develop personal mission statements aligned to medical education and UCSF• Growth • Develop a buddy system for new and continuing staff
AND WRAP ALL OF THESE IN AROBUST ONBOARDING PROCESS
DEVELOP SKILLS IN ALL STAFF TO COPE WITH AN EVER CHANGING ENVIRONMENT Provide training on strategies for working in our ever changing and dynamic environment and the skills to work effectively with faculty leadership. This will provide staff with more control over an ever changing work environment and clarify what is expected of them.
DEVELOP ROBUST STAFF PROFILES TO EDUCATE OTHERS ABOUT WHAT WE CAN CONTRIBUTECreate an online interactive staff directory with photos, jobdescriptions and personal skills and interests in order topromote a better appreciation of team members and cultivateprofessional and personal collaborations across units.
DEVELOP PERSONAL MISSION STATEMENTSALIGNED TO UNITS, MEDICAL EDUCATION AND UCSF PRIORITIES.Work with staff to develop personal mission statements fortheir positions. These can be integrated into the Staff Proﬁlesand provide clear expectations for staff and leadership.
DEVELOP A BUDDY SYSTEM FOR NEW AND CONTINUING STAFFCreate a medical education buddy system where all newemployees are paired with a more experienced team memberfor six months to learn more about the medical education andUCSF culture. Experienced staff can take advantage of theprogram as well to learn more about other medical educationunits or staff roles.
Personal Buddy System Mission Statement Staff Proﬁles System Change Management SkillsMedical Education Engagement Plan
NEXT STEPS December 2011: Organize a Staff Engagement Committee with four working groups to develop each strategyFebruary 2012: Present working plan at medical education staff meetingMarch 2012: Implement Engagement Plan