Cheryl PiencakDir., Organizational Change

October 11, 2012

Objectives

1. Overview Advocate Health Care

2. Journey to Excellence: The Advocate Experience

3. Five Phases of Implementation

4. Lessons Learned

Advocate Health Care• Formed in 1995

• Faith‐based, not‐for‐profit organization

• Largest integrated health system in Illinois

• 33,000+ associates

• Over 250 sites of care

• 10 acute‐care hospitals

• 2 integrated children’s hospitals

• State’s largest physician network 

• One of largest home health companies in the state

MissionTo serve the health needs of individuals,

families and communities through a wholistic philosophy, rooted in our

fundamental understanding of human beings as created in the image of God.

Values

CompassionEquality

ExcellencePartnershipStewardship

Philosophy

The care we provide is wholistic.

We understand people have physical, emotional, and spiritual needs; all vital to

health and healing.

MISSION, VALUES, PHILOSOPHY

Advocate Experience

The Advocate Experience

Creating the best place for patients to

heal, physicians to practice, and

associates to work.

Our MVP calls us to provide an excellent environment where:

Patients feel cared for, and experience extraordinary service, safety and quality 

Physicians feel supported, and know that their patients are getting great care, and

Associates feel valued, and know that their work is purposeful, worthwhile and makes a difference

“Why” this Journey

VISION:Best health outcomes and lifelong relationships 

with the people we serve

MISSION, VALUES, PHILOSOPHY

Advocate Experience

SAFETY SERVICEQUALITY

A Culture of Excellence at Advocate1. Builds and enhances all relationships

2. Engages leaders, associates & physicians purposefully

3. Commits to creating and developing leaders

4. Aligns goals and priorities horizontally and vertically

5. Expects standard behaviors and practices

6. Provides a recognition rich environment

7. Hardwires accountability mechanisms

Foundation Performance Enhancement

Align Vision

Align Goals /Accountability

Align Behavior Align Processes

* Adapted from Studer Group Evidence-based Leadership

Evidence‐based Leadership Model

Behaviors of Excellence

Five Phases of Implementation

• Phase I: Design

• Phase II: Leader Roll-out

• Phase III: Associate Roll-out

• Phase IV: Communication/Reinforcement

• Phase V: Embed in HR Systems and Processes

Five Phases of Implementation

Behaviors of Excellence

Phase I: Design

Creating One Set of System BehaviorsSystem Task Force, February 2011

Comprised of representation from every site; leader, associate, and physician

Gathered feedback from other associates, Presidents and EMT

Key Objectives

Align with our MVP

Capitalize on current individual site standards

Ensure applicability across the system

AE Video

I will always…

Behaviors of Excellence

Phase II: Leaders Go First

• Introduction at system leadership eventDemonstrateSign the documentDiscuss with leader or leadership team

• Continuous communication and reinforcementElectronic postcards Introductory videoSite level LDIs

Phase II: June 2011 ‐ Leaders Go First

Behaviors of Excellence

Phase III: Associates

Introduction, Education and Reinforcement

• Weekly “Be…” teaser postcard

• Overview video

September ‐ November 2011

Site Behaviors of Excellence Team

1. Create awareness and understanding

2. Continuously reinforce the importance and connection to our MVP (the ambassadors)

3. Create energy and engagement during each month’s “Be…” focus

4. Assess degree of hardwiring in departments and the organization overall (mystery shoppers)

5. Partner with Communication and Recognition Teams 

Associate Launch Day – November 2011• Site planned activities

Executives and associates at building entrances in Behaviors of Excellence t‐shirts

Tables in main areas

Behaviors of Excellence badges and other give‐aways

• Computer‐based training module – “live”Electronic signature commitment

Behaviors of Excellence

Phase IV: Communication/Reinforcement

PowerPoint presentations

Talking points 

FAQ document

Behavior discussion guides

Leadership Toolkit

“Be of the Month” Campaign

• January – May 2012

“Be…” electronic postcards

Table tent cards

Posters

Flat screen videos

Site level events and activities

Behaviors of Excellence

Phase V: Core HR Systems and Processes

1. Selection

2. Orientation / Training

3. Policies and Procedures

4. Performance Management

5. Metrics

HR Core Systems and Processes

January/February 2012•Career Page•Application Packet •Phone Screen•New Leader Orientation•Policies (March)

February 2012•New Associate Orientation•Annual Reviews: Management•Annual Reviews: Supervisors/ FLL (Interim)

• 90‐day Reviews: Management and FLL

April 2012• 90‐day Reviews: Associates•Associate Satisfaction Survey (New Questions)

June 2012•Annual Reviews: Associates and FLL (Final State)

• Selection Interviews•Associate Handbook

Implementation Timeline

Performance Management – Early 2012

Management

• Included in performance review 

90‐day review – Feb.Annual review – Feb.

• Anchor descriptors

• 1 ‐5 rating scale each “Be”

• 30% weight on behaviors (70% on goals)

Associates

• Included in performance review

90‐day review – AprilAnnual review – June

• Anchor descriptors

• 1‐5 rating scale each “Be”

• 50% weight on behaviors (50% job accountabilities) 

High–Solid–Low

Performance Management – 2012/2013

Primarily based on Behaviors of Excellence

Management ‐ 4th Quarter 2012

Front line supervisors ‐ 1st Quarter 2013

Associates ‐ 2nd Quarter 2013

Measuring Culture Change

Associate Satisfaction Survey – April 2012

1. Senior leaders at my site demonstrate the Behaviors of Excellence.

2. The person I report to demonstrates the Behaviors of Excellence.

3. My co‐workers demonstrate the Behaviors of Excellence.

Lessons Learned

Lessons Learned

Successes

• Executive engagement

• Service teams

• Site level creativity/individuality 

• System communication/marketing

• Sharing of ideas across system

Opportunities

• Evaluation at performance reviews 

• Greater consistency in LDI content

• Discussions at team/department levels on “what does it look like”

• Continued visibililty

Advocate Motivational Video

Advocate Experience

People are our inspiration…

changing lives is our passion.