The Human Centered Organization: Boston Children’s Hospital
In the battle for of top-notch talent, organizations must focus on acquiring, developing and promoting people that have the right technical skills, and the right emotional, relational and team intelligence. Especially if your organization is ranked the #1 children’s hospital by U.S. News & World Report. Join Inez Stewart of Boston Children’s Hospital and Anne Prendergast of SurePeople in this webinar to learn how the pediatric medical center focuses on customer intimacy and the lifetime value of patients while empowering its front-line employees to make decisions. In this webinar you will gain: A behind-the-scenes look at why Boston Children’s Hospital is ranked the #1 children’s hospital by U.S. News & World Report. An understanding of Michael Treacy and Fred Wiersema’s framework – outlining the balance of customer intimacy, operational excellence, and product leadership – and how it applies to the organizational goals of Boston Children’s Hospital. Insight into how Boston Children’s Hospital is creating a “high reliability” culture by building emotional, relational and team intelligence to enhance both talent development and performance management.
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The Human Centered Organization: Boston Children’s Hospital
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- 5. #CLOwebinar Inez Stewart Vice President of HR Boston Children’s Hospital The Human Centered Organiza6on: Boston Children’s Hospital Anne Prendergast Senior VP, Performance Solu;ons SurePeople
- 6. The Human Experience The Key To High Performance And The Ultimate Customer Experience At Boston Children’s Hospital
- 7. What you will get from this webinar § A behind-the-scenes look at why Boston Children’s Hospital (BCH) is ranked as one of the best pediatric hospitals in the country. § An understanding of a framework that balances customer intimacy, operational excellence, and product leadership (The Discipline of Market Leaders, 1997— Michael Treacy and Fred Wiersma). § Insight into how BCH is boosting its collective EQ by distinguishing between performance management and talent development. OUTCOMES
- 8. THE DISCIPLINE OF MARKET LEADERS Customer Intimacy Operational Excellence Product Leadership
- 9. WHERE DOES YOUR COMPANY FOCUS ITS EFFORTS?
- 10. BOSTON CHILDREN’S HOSPITAL § Patient Non-Discrimination Policies § Equal Visitation Policies § Employment Non-Discrimination Policies § Training in LGBT Patient-Centered Care
- 11. CUSTOMER INTIMACY § Employees § Patients § Family § Community
- 12. HIGH RELIABILITY § Sensitive to operations § Reluctant to accept "simple" explanations for problems § Have a preoccupation with failure § Defer to expertise § Are resilient
- 13. BENEFITS OF HIGH RELIABILITY ERT-i™ Competencies Technology Cultural Transformation x + = ( )
- 14. BENEFITS OF HIGH RELIABILITY + + Prism® (ERT-i™) Competency Proficiency Rating Talent Development Discussion High Performing Leadership Team that is capable of Culturally Transforming the Organization + =
- 15. CHANGING THE ROLE OF HR § Agility § Thoughtfulness § Feedback
- 16. PERFORMANCE MANAGEMENT TO TALENT DEVELOPMENT Performance management is about managing performance in a finite timetable (usually an annual basis, informed by goals and objectives). Development planning is about helping people strengthen competencies and skills for performance.
- 17. EQ TO ERT-i™ EQ is one of the largest drivers of patient safety. EQ has to do with awareness of one’s emotions, detection of other’s emotions, regulation (positive emotional states, etc…).
- 18. LESSONS LEARNED What are some of the biggest lessons you learned as the CHRO of an organization committed to continuous improvement and high reliability?
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