Bob Murphy, R.N., Esq., FACHE Senior Leader, International Speaker Studer Group Supporting Excellence: The Role of HR in Organizational Excellence.

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

[email protected]

Stay connected with Bob and Studer Group on Facebook and Twitter

(BobmurphyRN)