enhancing performance and development of employees in a private healthcare group lindi van heerden...
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Enhancing Performance and Development of Employees in a
Private Healthcare GroupLindi van Heerden and Werner den Hartog
INTRODUCTION:
“We must not, in trying to think about how we can make a big difference, ignore the small daily differences we can make which, over time, add up to big differences that we often cannot foresee.”
Marian Wright Edelman
INTRODUCTION:
• In October 2012 the Netcare Group took a strategic decision to re-align our performance measurement and development system.
• The changes were aimed at enhancing improved employee engagement by encouraging continuous feedback and coaching.
• It also includes a strategic objective that ads focus to behavioral aspects and measuring employees adoption of the Netcare values.
• This was given a 50% weighting. • NB! IMPROVEMENT IN THIS AREA WILL ULTIMATELY LEAD TO IMPROVED
PATIENT CARE. • The implementation of the system involved:
- Line Managers and employee training.
- Development of an electronic platform to facilitate the process and integrate results into HR systems.
- Ongoing refresher training and training of new employees during orientation.
Problem Statement
• The new process was introduced, but we realised low compliance.
• Monthly statistics indicated:
- Low completion of Performance Objectives.
- Interim Reviews not loaded on the electronic platform.
- Our aim: To launch an awareness campaign with the objective to increase the number of interim reviews conducted with employees.
Intervention
• For the May / June 2014 interim review period we decided to embark on an awareness campaign to drive compliance.
• The campaign was implemented for the period 17 June to 20 August.
- First step was a once off memo to senior managers.
- An sms campaign was launched to remind line managers to load Performance Objectives, conduct interim reviews and load these onto the electronic platform and to reiterate benefits of process.
• Why a sms campaign?
- Seamless integration with HR Technology.
- Wider reach in audience.
The success of the project can be ascribed to support from senior HR leadership and line managers at all levels in the organisation.
Results
06-0106-04
06-0706-10
06-1306-16
06-1906-22
06-2506-28
07-0107-04
07-0707-10
07-1307-16
07-1907-22
07-2507-28
07-3108-03
08-0608-09
08-1208-15
08-180
100
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500
600
700
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900
20132014
Memo to Senior Managers and 1st sms 2nd sms
3rd sms
4th sms
Final sms
Cut-off date for completion of reviews
Daily measurement of Interim Reviews Completed
Results
2013 Interim Reviews 2014 Interim Reviews0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Percentage Interim Reviews Completed
% Reviews Completed
% In
terim
Rev
iew
s com
plet
ed
2013 2014 Improvement
% Interim Reviews
Completed
67% 78% 11%
n = 13 380 n = 15 515
Target: 87% compliance (number of objectives completed)
11% Increase
Lessons Learnt and Going Forward:
• To ensure compliance to a process that is not always at the forefront in the schedule of managers with many pressing priorities:
- Continuously remind them of the importance of completing the process.
- Remind them of the benefits of the process.
• The compliance to a process like EPD is very dependent on how strongly it is driven by various stakeholders.
• DO NOT UNDERESTIMATE SMALL STEPS IN BIG INTERVENTIONS!
• Future considerations:
- System Driven Email reports.
- Desktop Screensavers.
- Continuous feedback to senior sponsors regarding progress within their business unit (acknowledgement of achievement).
Questions?