bob murphy, r.n., esq., fache senior leader, international speaker studer group supporting...
TRANSCRIPT
Bob Murphy, R.N., Esq., FACHESenior Leader, International Speaker
Studer Group
Supporting Excellence: The Role of HR in
Organizational Excellence
Commit To Being An “Excellent” Adult Learner
Quiet cell phones/pagersBe hereListen as if you were going to teach itTake notesParticipate: laugh, snort, question Relate vs. compareOwn it
www.studergroup.com/adventistHR10
Standardization AcceleratorsMust Haves®
Performance Gap
Objective Evaluation
System
Leader Development
Foundation Breakthrough
STUDER GROUP®:
Rev 6.7.10
Agreed upon tactics and behaviors to achieve goals
Rounding for Outcomes: (10pts)
Thank you notes: (2 pts)
Selection and the First 90 Days (8 pts)
Key Words at Key Times (5 pts)
Post Phone Calls (10 pts)
Re-recruit high and middle performers
Move low performers up or out
(12 pts)
Processes that are consistent and standardized throughout the company
(8 pts)
Leader Eval ManagerTM
Patient Call Manager TM
Aligned Goals Aligned Behavior Aligned ProcessCreate process to assist leaders in developing skills and leadership competencies necessary to attain desired results
(15 pts)
Implement an organization-wide staff/leadership evaluation system to hardwire objective accountability (Must Haves®)
(30 pts)
Evidence-Based LeadershipSM
Must Haves®
Performance Gap
Aligned Behavior
Standardization
Accelerators
Aligned ProcessAligned Goals
Objective Evaluation
System
Leader Development
Must Haves®
Aligned Behavior
Rounding for Rounding for Outcomes:Outcomes:
StaffStaff
Employee Satisfaction Increase
Source: South Carolina Hospital, Admissions=25,837 Total beds = 594, vendor = PRC
2009
Overall RSFH 99%tile
Corporate Services 100%tile
Bon Secours St. Francis
99%tile
Roper 99%tile
Rounding on Direct Reports
Tell your staff about rounding
Do rounding with the prescribed frequency
Use a rounding log
Give feedback
Rounding for Outcomes - Employees
Align Questions to fit Desired Outcomes of the Organization
Concern and Care
What is Working Well
People to Recognize
Systems to Improve
Tools and Equipment
Follow-up
Harvesting Ideas from your Staff
Verification:
Employee Rounding Log
What is working well?
Staff / physician to recognize?
Any systems needing improvement?
Do you have the tools and equipment to do the job?
Anything else I can do for you right now?
Sample Rounding Stoplight Report
Performance Gap
* Principle 4
Must HavesSM
Aligned Behavior
Standardization Accelerators
Aligned ProcessAligned Goals
Objective Evaluation
System
Leader Development
Performance Gap
Aligned Behavior
We have learned that the reluctance to address low/sub-par
performance keep an organization from being the best.
Quint Studer
Performance Curve
Definition
Professionalism
Teamwork
Knowledge & Competence
Communication
Comes to work on time Good attitude Problem solves You relax when they are scheduled Good influence Use of peer interviews Pillar ownership Brings solutions
Safety Awareness
Adheres to policies concerning breaks, personal phone calls, leaving the work area, and other absences from work.
Demonstrates high commitment to making things better for their team and organization as a whole.
Eager to change for the good of the organization. Strives for continuous professional development.
Consistently communicates organizational. Does not create we/they. Provides frequent feedback to staff.
Demonstrates the behaviors of safety awareness in all aspects of work.
H
Definition of High Performer
Definition
Professionalism
Teamwork
Knowledge & Competence
Communication
Good attendance Loyal most of time Influenced by high and low performer Wants to do a good job Could just need more experience Helps manager be aware of problems
Safety Awareness
Usually adheres to policies concerning breaks, personal phone calls, leaving the work area, and other absences from work.
Committed to improving performance of their team and organization. May require coaching to fully execute.
Invested in own professional developments. May require some coaching to fully execute.
Usually communicates organizational information. Occasionally uses we/they language. Provides some feedback to staff.
Demonstrates the behaviors of safety awareness in all aspects of work.
M
Definition of Middle Performer
Definition
Professionalism
Teamwork
Knowledge & Competence
Communication
Points out problems in a negative way Positions leadership poorly Master of “We/They” Passive aggressive Thinks they will outlast the leader Says manager is the problem
Safety Awareness
Does not communicate effectively about absences from work. Handles personal phone calls in a manner that interferes with work. Breaks last longer than allowed.
Demonstrates little commitment to their team and the organization.
Shows little interest in improving own performance or the performance of the organization. Develops professional skills only when asked.
Does not communicate organizational information. Uses language to create we/they culture. Does not provide feedback.Performs work with little regard to the behaviors of safety awareness.
L
Definition of Low Performer
Moving the High Performers
Tell them where the organization is going
Thank them for their work
Outline why they are so important
Ask if there is anything you can do for them
Goal with High Performers
Re-recruit
Recognize
Retain
Person with Middle Performance Conversation
Reassure individual goal is to retain
S : Support
Describe good qualities – calm down their anxiety
C : Coach
Cover development opportunity
S : Support
Reaffirm good qualities
Goal with Middle Performers
Reassure
Re-recruit
Develop
Person with Low Performance Conversation
Do not start meeting on a positive note
D : Describe
Describe what has been observed.
E : Evaluate
Evaluate how you feel.
S : Show
Show what needs to be done.
K : Know
Know consequences of continued same performance.Follow up
Goal with Low Performer – Up or Out
Improve, or
De-select
What Has Been Accomplished?
Leader demonstrates concern and care for team memberLeader demonstrates commitment to team member professional developmentLeader affirms and shows appreciation for high and middleLeader lets people with sub-par performance know exactly where they stand and next steps for their performanceLeader role models value driven leadership
Frequently Asked Questions
What if a person is good clinically and good with the patient but cannot work with co-workers?
What about the high performer who has an attendance problem?
What if the sub-par performer has been in organization a long time?
What if my leader is a sub-par performer?
If I deal with staff with performance issues and other leaders do not, will people think I am a mean leader?
What if all past evaluations are good?
What if I have not documented well?
What if HR protects people?
www.studergroup.com/adventistHR10
Thank You! Call or Write.
Bob Murphy, R.N., Esq., FACHE850-393-4481
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(BobmurphyRN)