engaging the workforce - leap hr:...
TRANSCRIPT
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
Northwestern Medicine Strategic Overview
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
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
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
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
Combining With New Partners
H
7
Our Focus on People Continues to be an Essential Part of Our Strategy
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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
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
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
NM Approach to Engagement
NM Approach to Engagement
Survey
Analytics
Implement Action Plans
Monitor
Resource Allocation
Create Action Plans
Transparency into results
12
Improving Relationships through Intentional Design
13
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
Measurement in FY 2016
14
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
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
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
HR Approach
17
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
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
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
Discussion