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Kinneil Coltman_ Director of Diversity _ Language Services

VIEWS: 4 PAGES: 32

									Kinneil Coltman, Director of Diversity & Language Services
Greenville Hospital System University Medical Center
                                      functional level/classification
                                                                                                           Organizational
                                                                                                            dimensions
                                          geographic location                          work
       management                                                                   content/field
         status
                           marital                                     income                                External
                           status
                                                    age                                                     dimensions
                                                                  gender      personal
                 parental          race
                                                                               habits
                  status
                                                                                                              Internal
                                               personality                               division/
                                                                                        department
                                                                                                            dimensions
   union                        ethnicity                        sexual
               appearance
 affiliation                                                   orientation recreational unit/group
                                                                              habits
                                                  physical
                            work
                                                   ability
                                                                         religion                           Personality
                         experience
                                                  educational
                                                  background

                            work                                          seniority
                          location



Source: Diverse Teams at Work, Gardenswartz & Rowe (Irwin, 1994) *Internal Dimensions &
External Dimensions adapted from Marilyn Loden & Jody Rosener, Workforce America! (Business Irwin, 1991)
• More than 1,300 employees
  were randomly selected to
  be invited to participate
• 14 focus groups were held at
  various locations on all five
  campuses during a two
  month period
• Over 300 employees
  participated
• Explain background and convey sincere interest in candid
  feedback
• Ask open-ended question about “dissatisfiers”
• Chart responses
• Review responses and consolidate duplicates
• Allow participants to “sticker vote” on top 5-6 greatest concerns
• Invite participants to brainstorm solutions for the 5-6 concerns
  that received the most votes
• Offer thanks for participation and communicate follow-up plan
We need to tell our We need to create
   story better         change
•   Workload & Staffing
•   Continuing Education
•   Management
•   Cooperation Among Departments
•   Information Systems and Services
•   Food
•   Parking
Ancillary Services       RNs, Evening & Night Shifts,

Career Planning          20 Somethings
Continuing Education     Clinical Professionals, RNs,
                         5-9 Year Employees,30 Somethings

Communication            RNs, 5-9 Year Employees, Night
                         Shifts
Cooperation Among        Clinical Professionals
Departments
Pharmacy Mechanization   Clinical Professionals
Employees             Actions
said…
•More staffing is     •Nursing hours were increased.
needed in clinical    •Environmental Services increased
areas.                staffing.
•The workload         •Staff was added in Dietary to bring food
exceeds what can be   trays to patients in GMH.
completed within      •Phlebotomists were added to various
normal work hours.    clinical areas.
•There is too much    •“Paper Reduction Task Force” created
paperwork involved    to search for redundancy and
with patient care.    opportunities to increase efficiency.
Employees               Actions
said…
•Larger email inboxes   •Expansion to 250mb inboxes (5 times larger)
are needed
•Medical records        •Soarian, a single inpatient medical records
systems don’t talk to   system, was rolled out in 2009 allowing chart to
one another and don’t   follow patient, eliminate duplicate charting, and
follow the patient.     give enhanced physician access.
•Computer failures      •Weekly unit review process instituted for trouble-
occur too often.        shooting and routine computer maintenance.
                        •Computers that fall below the minimum
                        requirements are replaced.
Employees              Actions
said…
•Night-shift           •Night-Shift Employee Councils were
employees want more    established at numerous system
input into major       hospitals to ensure communication with
decisions.             and input from night-shift.
•Relationships and     •Pilot programs to improve relationships
communications         among clinical areas and ancillary areas
among different        was launched in 2009.
departments needs to   •Interdepartmental survey was launched
be improved.           in 2010.
Employees said…            Actions
•Night-shift can’t enjoy   •Starbucks began overnight hours in
Starbucks in main hospital January, 2009.
because it is closed
during overnight hours.

•Food trays should be        •Hot/cold food trays were made
available to patients in the available to ER patients at GMH.
ER.
•Nutrition facts should be •Nutrition facts were added to food
displayed on food items in displays in cafeterias.
the cafeteria.
Employees             Actions
said…
•More ancillary       •MRI began standard operating hours on
services are needed   Saturdays and Sundays.
on nights and         •Unit secretaries and transporters were
weekends.             added to night shift.
•Smoking policy is not •Smoking Task Force was reconvened.
being consistently     •Contractors were reminded of non-
enforced.              smoking policy.
•Managers need more •Quarterly management retreats were
soft-skills training. established as a venue for ongoing
                      professional development.
• GHS moved from the 62nd percentile to the 99th
  percentile in Morehead’s national ranking in the one
  year.
• GHS’s overall commitment indicator score spiked
  from 4.09 to 4.31 (on a scale of 1-5) in one year.
• Satisfaction scores for employees in focus areas
  improved at a significantly higher rate than the GHS
  average.
 0.3
0.29
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0.25
0.24
0.23
0.22
0.21
 0.2
Lessons Learned
Other Lessons Learned
 Data can be overwhelming. Focus on low-
  hanging fruit and items you can fix well.
 Always ask employees how best to solve the
  problems they identify.
 Employee satisfaction surveys are based on
  organizational mood, and a mood can change.
• Dig into employee satisfaction data
  using a diversity lens.
• Make sure you have support from the
  top.
• Scale your focus groups initiative to
  your resources, capacity, and needs.
• Create an internal communication plan
  before you begin.
• Execute the focus groups in a brief
  window of time (big bang).
• Identify group themes and system
  themes, and prepare reports that are
  easy to follow.
• Engage leadership in the solutions and
  hold them accountable for making
  meaningful changes
• Communicate what you did (or did not
  do and why) …over and over using a
  variety of communication channels
Confronting the Barriers


 Working in small groups, list the
 major challenges or questions
 that may surface when
 conducting a similar initiative at
 your organization.

								
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