developing a new leader onboarding curriculum for evidence
TRANSCRIPT
Developing a New Leader Onboarding
Curriculum for Evidence Based Leadership
using Lean/Six Sigma
1
Facilities:• 3 Hospital System + Physician Practices
– Roper Hospital
– Bon Secours St. Francis Hospital
– Mt. Pleasant Hospital
– Physician Partners: > 90 facilities
Key Information:• 5200+ Employees
• 657 beds
• Nearly 800 physicians on staff
• 210 physician partners
• $865 million in assets
• $735 million in Net Patient Revenue
Our Vision:
The Best Outcome for Every Patient, Every Time
Our Mission:
Healing all People with Compassion, Faith & Excellence
Jump!
• Studer Group Partners for 6 years
• Multiple roll outs
• New leaders diluting knowledge base
• Tools were add-ons v. integrated
• No baseline expectations
• Training was ad hoc v. aligned
Quality Department Redesign
The Lean Process -DMAIC
Define the Opportunity:Present State
May 2011
Macro Map
HR Orientation
Day 1
HR Manager Training
(no timeframe)
Journey to Excellence – A Leaders Role
(no timeframe)
Selecting Talent (no timeframe)
Leadership Development
Institutes (LDIs) (ongoing)
Measure: Voice of the Customer Survey
May 2011
Voice of the Customer Survey Process
• Survey Creation
• Determining Audience
• Review of Results
• Value of Survey
“One clear document outlining
expectations and requirements with
timeline would have been very helpful.”
“Have new leaders tour our various facilities in
order to become familiar with our operations and
meet other leaders. I think something like this would have been very helpful during my orientation
period.”“Provide a “Provide a
better overview of where
information is found about
who to contact for specific
needs.”
“Finance training - how RSF does business and the accounting behind that business. Technology
overview – new IT Strategic Planning Committee, who
pays for what, what IT does for the org, etc.”
“Immediate leadership/hr training outside of orientation would have
helped me to understand the organization, language and philosophy. Things that could have better prepared
me for dealing with staff …”
“Perhaps a new leaders guide with pertinent information and a checklist to make sure important areas or need to
know information was covered.”
June 2011
Analyze: Identification of Project Team& Creating the Fishbone Diagram
Project Team
July – December 2011
Improve: Quick Wins & Curriculum Development
Sub-Committee Work
• Formal Welcome Process
• Acronym List
• Key Resources
New Leader Formal Welcome –Pick One or More!
1. Day 1: Hiring Manager welcomes new leader upon arrival to orientation.
2. Day 1: Hiring Manager joins new leader for lunch during orientation.
3. Day 2: Hiring Manager schedules meet & greet for new leader and his/her team for the day after orientation.
Typical Manager Meeting Presentation Jargon
TJC visited BSSF, MPH and RH this week. They did tracers & met with our VPs/SLDs to
review EOP, NPSGs, NDNQI, HCAHPS, RCAs, etc.
Quick Wins!
Day 1 Welcome Aboard!
• Equipped leaders to put new knowledge into immediate practice
• Positive impact on participant’s learning experience
• Competency validation
“I found the role play for
Rounding and the model used to be especially
helpful.”
“Rounding is key to employee
engagement & satisfaction. The
role play scenarios really
helped.”
“Monthly, individual rounding on employees- I have not done this in the
past andlook forward to it being a
wonderful tool. I thinkemployees will be excited to know that their feedback will
make a difference.”
New Question on Engagement Survey about Rounding
Q: Rounding is defined as a one-on-one conversation between you and your supervisor to generally discuss questions like what's working well, if you have the tools and equipment to do your job, if there are people to recognize, if there are systems to improve, etc. Does your leader round on you with some frequency (monthly, quarterly)?
Yes or No
Eng
agem
ent &
Rou
ndin
g
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
Percentile Rankfor High
Engagement
Percent withHigh
Engagement
Percent withLow
Engagement
95.80%
45.60%
15.60%
1.20%
13.90%
38.30%
Rounding
No Rounding
Teammate Perception & Engagement
Top 10% Employee Satisfaction from
2007-2013.
Top 10% High Engagement Index
2011 & 2013.
Day 2 - Selecting a Talented Crew-The Roper St. Francis Selection & Retention Process -
•Aligned Behavior – Behavioral and Peer Interviewing
•Role play to validate competency
•Taught by Recruitment Supervisor & OD
“I did appreciate the role play activities. It
allowed me to see how the interviewprocess should
work.”
“EAR - EVENT, ACTION, RESULT -Behavioral based
questions are used because you get better
information to make your hiring decisions.”
“I will take away the fact that being prepared and preparing your staff for a
peer interview will put the prospective
employee at ease and make the staff more
focused.”
“How to ask the right questions and probe for the answers that I do not
get.”
Day 3 - Man Overboard! - Engaging and Aligning your Workforce -
•Aligned Behavior – Performance Coaching (HML & LEM/SEM)
•Integrated Studer resources and created our own experience
•Role play to validate competency with Employee Relations team
“The importance “The importance of recognizing
High, Solid and Low Performers
and how tocoach each accordingly.”
“Before this session, I “Before this session, I was confused about
how performance coaching worked. After this session, I have a better understanding
and feel that I will be a better coach.”
performers and how to
“Being able to identify the high, solid and low performers and how to have effective coaching
conversations with them. As well as which
tools to use at thecorrect time.”
“I now know where to “I now know where to access HR
policies and procedures in case I run into a
challenging situation and know that Employee
Relations will be available to assist me!”
Mid-Year Performance CoachingSystem Results
HSL 2013 2012 2011
High 24.66% 23.03% 23.40%
Solid 72.87% 73.97% 72.10%
Low 2.47% 3% 4.50%
Studer Group Benchmark
High 34%
Solid 58%
Low 8%
Day 4 - Life Onboard - Human Resources at Roper St. Francis –
Day 5 - Navigating the Changing Tides
- Information Services, Compliance, and Finance –
Day 6 - Running a Tight Ship
- Quality, Innovation and Patient Safety -
“I found the specific examples
related to employment laws
and worker'scompensation to
be helpful.”
“Day 4 gave me a good overview of detailed situations using EIH,
FMLA, PTO,PTO sick, etc... This was very helpful.”
“Methods that will help evaluate current
processes through new eyes to identify areas for improvement and
cost savings.”
“I will be able to better explain expectations for my
staff regarding JointCommission as well as
infection control.”
January 2012
Control: Rollout & Result
Project Goals
Voice of the Customer Survey
68% of new leaders rated their orientation experience as excellent
Project Goal: 80%
Dat
a M
easu
rem
ent
RESULTS: Has RSFH provided you with an excellent orientation experience to support you as a new leader in the organization?
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
68.00%
100.00% 100.00% 100.00% 100.00%
Yes
Project Goals
Voice of the Customer Survey
42% of new leaders said that it was easy to learn /identify who to go to in order to obtain key
information
Project Goal: 80%
Dat
a M
easu
rem
ent
RESULTS: How easy was it for you to learn/identify who to go to in order to get key information?
(i.e. ‐ key internal resources that support leadership at RSFH)
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
42.00%
64.00%
82.00%78.00%
74.00%
100.00% 100.00% 100.00%
Easy to ID
MentoringPhase 1 – Hiring Manager as Mentor
• Engage in the new leader’s HELM experience• Assist with follow-up work found on HELM Linkage Grids
Phase 2 – Peer as Mentor
• Identify high performing peers based on set guidelines• Create a formal training program & toolkit • Build accountability measures
Physicians & Clinical Leaders• Do physician’s in administrative roles participate?
Yes
• Do clinical leaders participate? Yes
• Patient Care Model for Clinical Leaders• Bedside shift report• Leader rounding on patients and physicians• Discharge phone calls
HCAPHSBLUE = VBP 2015 Benchmark Target (National Top Decile)
ORANGE = National 75th%tile Ranking
GREEN = VBP 2015 Achievement Target (National Average)
RED = below VBP 2015 Achievement Target (National Average)
Excellence in Patient Care Award
Melanie G. Stith, Esq.Director of Human Resources & OD
[email protected](843) 724-2821
Jennifer E. Holtsclaw, MSOrganizational Development Specialist
[email protected](843) 724-2867