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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 0.28 0.27 0.26 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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