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Bangkok Hospital Medical

Center’s Culture

Transformation

• Transformation of Medicine

• Culture Transformation Requirement

• What’s Difference Between

Value/Culture, Competency &

Employer Brand

• Elements of Culture Transformation

• Employer Brand What Does It Deliver

• Validation Value & Culture

IOM( INSTITUTE OF MEDICINE) REPORT: 10

RULES FOR REDESIGNING HEALTH CARE

1. Care based on continuous healing relationships--care whenever its

needed, not just through face to face visits

2. Customization based on patient needs and values

3. The patient as the source of control

4. Shared knowledge and free flow of information

5. Evidence based decision making

6. Safety as a system property

7. The need for transparency--all information available, including the system’s

performance on safety, evidence based practice, and patient satisfaction

8. Anticipation of needs

9. Continuous decrease in waste

10. Cooperation among clinicians

WHAT WILL SURVIVE AS THE

WORLD CHANGES COMPLETELY:

1. Clear ethical values

2. Being clear about our mission

3. Putting patients first

4. Constantly trying to improve

5. Basing what we do on evidence

6. Leadership

7. Learning

VALUES, CULTURE, COMPETENCY AND EMPLOYER BRAND: WHAT’S THE DIFFERENCE?

Values / Culture Competency Employer Brand

Definition “The way we do things

around here”

Values are key components

of culture and ways of

working and are vital parts

of organizational

performance.

“Knowledge, skills

and attributes”

Knowledge, skills and

attributes of staff to perform in their job well

“Employment

Promise”

“Promise” or

the image that employees

have about the type of employer an organisation is

Example • Teamwork

• Caring for each other • Integrity

• Negotiation Skills

• Presentation Skills

• People Management

• Change Management • Service Minded

• Opportunities to grow in

the organization • Work-life balance

Successful Culture

Transformation Requires 5

Things

Knowing What To

Do

Knowing How To

Do

Having an all-

encompassing Team of Specialists

Having Experience

Practicing What We Preach

Culture Transformation Requires

5 Things

“If…. Then…..”

“I Can and Should Make the Difference”

WHAT

• A Clear Statement of the Desired Outcome

HOW

Available and Understood • Policies • Procedures • New Behaviors

LEADERS INVOVEMEN

T

• KNOW RIGHT • DO RIGHT • LEAD RIGHT

EMPLOYEE ENGAGEMEN

T

• Shared Commitment to Success by every employee

“From To”

Model Coach Require

Demonstrate Accountability

Know Consequences

Consistent Employment

Recognition and Consideration

Consistent Ongoing

Communication

Four Elements of Culture Transformation

WHAT?

A Clear Statement of the Desired Outcome

BMC STRATEGIC DIRECTION

(VISION / MISSION)

• Customer Satisfaction

• Compassion

• Quality/ Excellence

• Continuous Improvement

• Efficiency

• Being the Best

• Ethics

• Social Responsibility

Implication to Values

BMC 2012-2016 Key Strategies

• Ensure Business Growth

• Excellent in Health Care Services

• Improve Organizational Efficiency

• Organization Capital Management

Vision Bangkok Hospital Medical Center is a premier tertiary healthcare provider, dedicated to international quality and customer focused care

Mission

We are committed to being the leader in providing internationally

accepted, efficient and ethical high quality care through dedicated

academic healthcare team, effective leadership and up to date technology,

and contributing positively to communities through social responsibility.

Philosophy Bangkok Hospital Medical Center is where advances in medicine meet with compassion ณ สถานทแหงน......คอ สถานทซงความเจรญกาวหนาทางการแพทยและคณธรรมมาบรรจบกน

HOW?

• Available and Understood

•Policies •Procedures •New Behaviors

POLICIES &

PROCEDURE

Available and Understood Based On:

- JCI Accreditation Standard for Hospital

• 320 Standards

• 1219 Measurable Elements

- Focus on Patient Safety and Quality

Improvement

We believe that we can achieve this by

treating our employees as we would

want them

to treat our patients

Advanced and Caring

CARING CULTURE

1

We care for our patient

and their families

2

Our employee care for

each other

3

Our organization

and our leaders care for all of

us and our families

TRANSFORM TO BE

QUALITY CULTURE

• Quality Improvement

• High Performance Organization

• HA(Hospital Accreditation Standard)

• JCI (Joint Commission International Accreditation

Standards)

• CCPC (Clinical Care Program Certification)

JCI CCPC (CLINICAL CARE

PROGRAM CERTIFICATION)

CCPC 1 : Heart Failure

CCPC 2 : Acute Coronary Syndrome

CCPC 3 : Primary Strokes Program

CCPC 4 : Breast Cancer

CCPC 5 : Lower Back Pain

CCPC 6 : Ambulatory Diabetes Mellitus Type II

CCPC 7 : Acute Traumatic Brain Injury (TBI)

NEW BEHAVIOR

• Core Competency

• Leadership Competency

• Functional Competency by Professional

Teamwork Effective Communication

Result Oriented

Customer Focus

Continuous Improvement

LEADERSHIP

COMPETENCIES

Strategic Thinking

Driving Chance

Good Governance

Developing & Coaching People

LEADERS

INVOLVEMENT

•KNOW RIGHT •DO RIGHT •LEAD RIGHT

EMPLOYER BRAND WHAT DOES IT DELIVER?

HR System

Staffing Plan

Recruiting and

Selection Strategy

New Hire Orientation

Culture

In

Internal Communication

Message

Competency Development

Organizational Structure

Employee Engagement

Programs

Action

Training and Development

Reward Programs

Performance Management

Plans

The Employer Brands in these organizations help set the direction and

framework for all HR systems, policies and programs

The Employer Brand represents an Employment promise

STAFFING PLAN

Introduction: Staffing Plan in HR policy is the basic tool used to determine the optimum staffing levels to support the appropriate quality required by function. This policy must be aligned with hospital policy and support hospital vision, mission & Strategies.

Statement of Conditions: Staffing Plan and/or Manpower Plan has to develop once a year together with

business plan. The plan has to be reviewed every 6 months and/or when necessary.

Decide from 7 criteria are: Business Plan Retirement Plan OPD/IPD Ratio New Utilized Technology Turnover Rate Scope of Services Mix of Patients/ Patient Classification

Staffing Plan is proposed by head of department to finalize with line management and HR Director then approved by CEC Committee

Standard time for clinical and scope of service for share service is used as the methodology to calculate staffing plan by using 3 years historical data. For example OPD per counter visit , IPD per patient day, Pharmacy per prescription.

Line

Manager

inform

new JD to

Staff

after

signed the

document

will keep

in their

personal File

Line Manager

& HR Create

Staff

Responsibiliti

es and

Qualification

in Job Description

Line

Manager

revise JD

once a

year (or)

Line

Manager

Inform JD

to Staff at

the time

they

being

their work

Line Manager

Revise

Staff’s JD

Related to org. restructure

Line Manager

Revise

Staff’s JD

Related to New

Department or new service

Line Manager

Revise

Staff’s JD

Related to New

assignment or

changed responsibilities

Flow การก าหนดลกษณะหนาทงาน

Short list candidates from Testing (Professional test,

English test, Attitude test)

Panel Group Interview with line manager

Interview using BEI Technique (Behavioral Event Interview)

Based on Job Description & Competency Based

Interview

RECRUITING AND SELECTION STRATEGY

24

INTERNAL

COMMUNICATION

MESSAGE

STAFF MEET CEO

STAFF MEET

HOSPITAL DIRECTOR

STAFF MEET NURSING

DIRECTOR

NEW HIRE ORIENTATION

& ON BOARDING

PROGRAM

ORIENTATION

ALLIED HEALTH / SUBCONTRACT ORIENTATION

DEVELOPMENT AND

TRAINING

EMPLOYEE DEVELOPMENT PROGRAM

- Clinical Excellence

- Business Excellence

- Thai Hospital Excellence

Functional

Competency

- Core Competency

- Leadership Competency

Success

- Patient Safety Goal Training -IV Care

E-LEARNING

HIGH VALUE FOR PERFORMANCE

We recognize and reward performance and

achievement

KPI CASCADING

FROM CEO TO STAFF

Hospital Director Division Department Staff

SET PERFORMANCE MANAGEMENT

SYSTEM

Performance

Planning

Performance

Feedback &

coaching

Performance

Assessment

Competency

Assessment

Key Performance

Indicators

Job-based

evaluation

PAY

Providing competitive base Pay compared to

market and link to Job Evaluation

Differentiate high performing and low

performer in performance link to pay

Focusing on Performance based Pay

JOB EVALUATION FACTORS

AND POSITION LEVEL

EMPLOYEE

ENGAGEMENT

• Shared Commitment to Success by every employee

Pre-placement screening

41

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BMC1002 BMC Supervisor Office โรงพยาบาลกรงเทพเขางานชาย 650 ,หญง 700 - - - - - - - - - -

BMC1004 Patient Services Department โรงพยาบาลกรงเทพเขางานชาย 650 ,หญง 700 - - - - 330 240 29 29 - -

BMC1010 Audio Visual โรงพยาบาลกรงเทพเขางานชาย 650 ,หญง 700 - - - - - - - - - -

BMC1012 JMS Unit โรงพยาบาลกรงเทพเขางานชาย 650 ,หญง 700 - - 297 - 330 240 29 29 - -

BMC1013 International Medical Services โรงพยาบาลกรงเทพเขางานชาย 650 ,หญง 700 - - 297 - 330 240 29 29 - -

BMC1014 Admission Unit โรงพยาบาลกรงเทพเขางานชาย 650 ,หญง 700 - - - - - - - - - -

BMC1015 Patient Escort Unit โรงพยาบาลกรงเทพเขางานชาย 650 ,หญง 700 - - - - 330 240 29 29 - -

BMC1021 Medical Record Services โรงพยาบาลกรงเทพเขางานชาย 650 ,หญง 700 - - - - - - - - - -

BMC1025 Customer Relationship Manageme โรงพยาบาลกรงเทพเขางานชาย 650 ,หญง 700 - - - - - - - - - -

BMC1026 Utilization Management โรงพยาบาลกรงเทพเขางานชาย 650 ,หญง 700 - - - - - - - - - -

BMC1027 Contact Center โรงพยาบาลกรงเทพเขางานชาย 650 ,หญง 700 - - - - - - - - - -

BMC1043 Customer Service โรงพยาบาลกรงเทพเขางานชาย 650 ,หญง 700 - - - - - - - - - -

DeptID Descr

ตรวจสขภาพพนกงานกอนเขาท างานOrder : ชดหลก Option

HEALTH AND SAFETY

FIT FOR WORK OR NOT FIT FOR WORK

42

Staff

Interview

Medical examination

Inform result by physician

Recruitment

Hire

Fit for work Consult ICN or ICP

yes

no

Alternative position

INFLUENZA VACCINATION MATRIX

43

EWC- ก าหนด High risk HCWs immunization matrix

- HR

HR-

-

HR- staff

clinic

Clinic - OPD

recored Nursing intervetion for OPD form scan

Non clinic- staff clicin OPD recored

Nursing intervetion for OPD form scan

HR- matrix

ห า หต High risk HR Staff clinic

matrix

Workplace Inspection

STAFF SATISFACTION

& STRESS RELEASE

DORMITORY

46

STAFF CANTEEN

47

FITNESS

48

DAYCARE

49

พธท ำบญกำวเขำสปท 42 เมอวนท 26 กมภำพนธ 2556

50

51

พธรดน าขอพรผใหญ ( ทศกาลวนสงกรานต) ณ วนท 11 ษา น 2556

52

อบทนการศกษาใหกบบตรพนกงานประจ าป 2555

อวนท 23 นาค 2555

53

ณ ฏ

54

BDMS GAMES 2013

55

Staff Birthday Activity

RECOGNITION

PROGRAM

CQI AWARD

RECOGNITION PROGRAM

www.themegallery.com

Congratulations ! It’s become your Service with a heart.

VALIDATED VALUE AND CULTURE

CORE VALUE

COMMITMENT CURVE

PEOPLE TRANSFORMATION UP

EXPERTISE LEVEL

(BCPME Tract) K.Anders Ericsson 1990

ORGANIZATIONAL

TRANSFORMATION

Tracers

Audit

CQI Adjust

Training

Tracers

Audit

CQI Adjust

Training

COMBINED BCPME+ATTAC

Total Culture

Transformation

RECOGNIZE AS 1 OF 100

HAPPY WORKPLACE

Bangkok Hospital has been voted by consumers as a Reader’s Digest

Trusted Brand Gold award winner for Thailand 2010 in Hospital

category (June 17, 2010) 2011,2012

3 YRS TRUSTED BRAND GOLD

AWARD

HOSPITAL MANAGEMENT ASIA 2012

WINNER AWARD : SERVICE IMPROVEMENT FOR INTERNAL

CUSTOMER :

TELE INTERPRETER

72

BEST OF THE BEST

PRIME MINISTER AWARD

THANK YOU