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Engaging the Workforce Presented to: LEAP HR Conference Attendees Presented on: June 7, 2016 Presented by: Dean L. Manheimer, Senior Vice President, Human Resources, NMHC

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Page 1: Engaging the Workforce - LEAP HR: Healthcareleaphr-healthcare.com/wp-content/uploads/sites/84/2016/06/07... · Engaging the Workforce Presented to: LEAP HR Conference Attendees Presented

Engaging the Workforce

Presented to: LEAP HR Conference Attendees

Presented on: June 7, 2016

Presented by: Dean L. Manheimer, Senior Vice President, Human Resources, NMHC

Page 2: Engaging the Workforce - LEAP HR: Healthcareleaphr-healthcare.com/wp-content/uploads/sites/84/2016/06/07... · Engaging the Workforce Presented to: LEAP HR Conference Attendees Presented

Northwestern Medicine Strategic Overview

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Northwestern Medicine Mission

OUR MISSION:

We are an Academic Health System where the patient comes first.

We are an organization of caregivers who aspire to consistently high standards of quality, cost-effectiveness and patient satisfaction. We seek to improve the health of the communities we serve by delivering a broad range of services with sensitivity to the individual needs of our patients and their families.

1 Mission Statement from the 2003-2007 NMHC Strategic Plan Note: Replaced “Medical Center” with “Health System”

We are bonded in an essential academic and service relationship with the Feinberg School of Medicine of Northwestern University. The quality of our services is enhanced through their integration with education and research in an environment that encourages excellence of practice, critical inquiry and learning.1

2

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Northwestern Medicine Vision

OUR VISION: To be a premier integrated academic health system that will serve a broad community and bring the best in medicine – including breakthrough treatments and clinical trials enhanced through our affiliation with Northwestern University Feinberg School of Medicine – to a growing number of patients close to where

they live and work.

3

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Northwestern Medicine Values

PATIENTS FIRST Putting patients first

in all we do

TEAMWORK Team success over personal success

EXCELLENCE Continuously striving

to be better

INTEGRITY Adhering to an

uncompromising code of ethics that

emphasizes complete honesty and sincerity

4

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Rapid Growth

FY2010 Lake Forest Hospital

FY2014 Northwestern Medical

Faculty Foundation (NMFF)

FY2015 Cadence Health

FY2009 Northwestern

Medicine Launched

FY2016 (est) KishHealth & Marianjoy

$1,355

$1,684

$2,426

$3,886

$4,200

Operating Revenue ($ millions)

FTE Employees

Physicians on Medical Staff

6,395 1,581

7,656 2,168

10,362 2,508

16,984 3,858

21,000 4,400

FY2017 (est) Centegra

August 31, 20131

$5,000

7,574 2,506 $1,710

24,000 5,000

1August 31, 2013 = Day before NMFF Closing 6

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Combining With New Partners

H

7

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Our Focus on People Continues to be an Essential Part of Our Strategy

8

Become a pre-eminent healthcare destination where patients receive the highest quality, scientifically driven and personalized care

Attract, develop, and retain top talent in a culture that

values innovation, excellence and the highest levels of scholarship and provides the resources to support continued growth

and success

Advance the boundaries of medical science and

clinical practice through the discovery, translation

and dissemination of knowledge

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Patients First Mission

Meaningful Work / Career Opportunity Community

Total Rewards

• Compensation

• Benefits

• Retirement

Ability to positively impact our community: • Volunteerism • Sustainability • Corporate Social

Responsibility

• Work-life balance

• Diverse & inclusive

• Affinity groups

Relationships / Culture

• Recognition

• Co-workers

• Direct manager

•Job mobility

•Career advancement

•Learning & Development

•Rewarding work

•Positive impact on patients

•‘Voice’ in decision making

•Safe work environment with necessary tools

Financial Security

Our Value Proposition

Employees

and

Physicians

35

How leaders engage with staff and physicians at the team level

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16th Consecutive Year as a “100 Best Companies For Working Mothers”

in 2015

5th Consecutive Year for Leader in LGBT

Healthcare Equality in 2016

8th Consecutive Year as “Top 10 Nonprofit

Companies For Executive Women”

in 2016

4th Consecutive Year for Seal of Distinction For Leadership

in Workplace Strategy in 2016

Nursing Excellence and Innovations in Nursing Practice

(four hospitals)

External Validation of Our Progress

3rd Consecutive Year for Becker’s 150

Great Places to Work in Health Care

in 2016

Record of workforce excellence

31

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NM Approach to Engagement

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NM Approach to Engagement

Survey

Analytics

Implement Action Plans

Monitor

Resource Allocation

Create Action Plans

Transparency into results

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Improving Relationships through Intentional Design

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Designing and Building a Sustainable Service Platform

Systems and behavior changes for an exceptional patient experience

Positively impact employees by

improving work experience

Positively impact physicians by

creating an efficient and high quality

practice environment

Achieve best in class patient experience across all NM sites of care

Develop a consistent, seamless approach: success requires a multi-year journey

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Measurement in FY 2016

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Patient Employee Physician

• 200,000+ patient surveys, 275,000+ comments

• Satisfaction Question: “Would you recommend this entity to family and friends?”

• 12,500+ employee surveys, 22,000+ comments

• Engagement Indicator: based on six items reflecting workforce commitment

• 1,300+ physician surveys, 2,000 comments

• Engagement Indicator: based on six items reflecting physician commitment

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NM Results: Employee Engagement

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Operating Unit % Participation Engagement

Indicator Percentile Rank*

A 75% 89th

B 81% 79th

C 83% 76th

D 90% 72nd

E 73% 61st

F 72% 53rd

G 69% 65th

*Using Press Ganey’s National All Facilities database

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Employee Engagement

Sharing Results with Leaders

• Three Executive Sessions

• Eight Leadership Meetings

Facilitating Team Discussions

• 162 Corporate Work Units

• 588 Operating Work Units

Action Planning Progress

• Team Dialog Training: over 70% of all managers participated

• Meetings with HR leaders: over 60% of Tier 3 managers participated

• Action plan documentation: goal of 100% completion by June 30

16

Communication and Action Planning System: Areas of Focus

Career Development Opportunities

Recognition

Adequate Staffing

Work/Life Balance

Job Training

Input into Decision Making

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HR Approach

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Translating Employee & Physician Engagement to HR

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Three Focus Areas for HR

Development Shared Employee

Experience

Quality HR Services

Top Employee & Physician Engagement Concerns

Refreshed annually

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Focus Area Description

Shared Employee

and Physician Experience

Foster a unified NM culture that consistently reinforces our NM mission, vision, and values – Patients First

Attract and retain employees and physicians through a winning value proposition:

Patients First, excellence, diversity, recognition, safety, and careers

Set expectations for high performance: NM Mission, Vision, Values, Goals, and Standards

Reward through performance driven and unified incentive and total compensation plans

Seek and promote engaged employees and leaders everywhere at NM

Development

Provide leader & physician development, on-the-job training, and career development – A unique leverage point for our integrated academic healthcare system

Develop diverse, effective, and engaging leaders and physicians, at all levels, who consistently demonstrate NM Values and Leadership Competencies

◦ Prepare confident staff through education and training programs to successfully perform their roles

◦ Provide employees guidance and opportunities to grow and develop careers at NM

Quality HR Services

Deliver accessible, reliable, and high quality HR services with optimized technology and processes –

An expectation of high performance from the HR team

Provide strategic support to local leadership through HR Business Partners

◦ Deliver aligned, competitive, and contemporary total compensation across NM:

salary, benefits and retirement programs ◦

Optimize technology ◦

Attract and acquire new talent efficiently and effectively

HR Long-Range Plan: Three Areas of Focus

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Tier I

Celebrate successes and share best

practice

With team, identify one area for action

planning

Tier II

Tier III

Share and discuss results with employees

Share and discuss results with employees

Partner with HR to share and discuss

results with employees

Celebrate success and acknowledge

opportunities

Acknowledge opportunities

With team, identify one area for action

planning

With team, identify one area for action

planning

Goal: Maintain Tier I

Goal: Move towards

Tier I

Goal: Improve Results

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Employee Engagement: Tiered Approach Support Teams in Improvement Efforts

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Discussion