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					We would like to thank you for your involvement in the past keynote session with
Michael Monar on Thursday, September 24th 2009. Within this file, you will find all of
the responses collected from the keynote session on: "Thriving in Tumultuous Times" .
Below is an overview of the twelve questions posed during the keynote session. Once
you've reviewed the questions, please proceed forward by clicking on each spreadsheet
tab to view the responses for each question. If you have any questions, please feel free
to contact Mike at michael.monar@monarconsulting.com or reach us by phone at (847)
864 - 8069.

                             Gallup Q12 Overview
1. I know what is expected of me at work…

2. I have the materials and equipment I need to do my work right…

3. At work, I have the opportunity to do what I do best every day…

4. In the last 7 days, I have received recognition or praise for doing good work…

5. My supervisor or someone at work, seems to care about me as a person…

6. There is someone at work who encourages my development…

7. At work, my opinions seem to count…

8. The mission or purpose of my company makes me feel my job is important…

9. My fellow employees are committed to doing quality work...

10. I have a best friend at work…

11. In the last six months, someone at work has talked to me about my progress…

12. This last year, I have had opportunities at work to learn and grow…
Response   Question 1. I know what is expected of me at work…
   1       I’m expected to provide the resources to the staff that are needed to do their work
           Meet at the beginning of each week as a team to discuss the work in progress and the work that
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           need to be done
   3       Meet consistently and give clear instruction
           Clear job description that explains what is expected for that job. Make sure the employee
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           understands the job
   5       5 minute meetings daily
           Frequent positive feedback in open forum meetings, and review job responsibilities during these
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           meetings
   7       Supervise employees, and review job descriptions
           Monday meetings: discuss the plan and action items for that week (requires preparation by
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           supervisor)
   9       Develop an accessible work schedule with specific work items
           Daily assignment sheets are put in a personalized box/letter rack for each employee; weekly review
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           of upcoming project/events
  11       Sit down with employees and review job tasks; ask how everything is going
  12       Quarterly reviews- one-on-one
  13       Written job description: goals are quarterly and annually
  14       To create and find new business (work). Work for service and new product sales
  15       Develop healthcare business to get work
  16       Sign copy of job description and they get a copy
           Monthly one-on-one meetings, over coffee and bagel. Private conversation informal, but consistent
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           meeting time
           One-on-one conversations with each direct report; regularly scheduled, documented, employee
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           driven agenda
  19       Job description: of the job required
           Central place of communication to share and receive ideas and daily input or what is going on that
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           day/week. i.e. bulletin board, shared e-site, etc
  21       Talk to each staff person at least once per week
22   Post duties of employee on bulletin board (or send duties in email)
     I review/inspect all aspects of required work to verify compliance with applicable codes/rules and
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     standards
24   Get things done well, “do a professional job”
     Group: Meet with staff weekly to discuss the work that needs to be done. Individuals: Meet
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     individually with each employee as required
26   Help maintain patient safety by repairing equipment properly
27   Communicate goals of organization: 1. staff meetings 2. one-on-one talks
28   Be proud of what you do and ask if you don’t know what is expected
29   Clear and precise work orders/assignments: where, what, who, when
     Ask that person: what do you think is expected of you, has anyone ever sat you down and explained
30   what is expected, and do you have any questions. Develop a document that explains what is
     expected
31   Hold round table to clearly define the project specific roles on a regular basis
     Conduct meetings with team members to provide input into what is lacking in the system and decide
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     either as leader or group who best to do it and clarify what, hour, when
     Identify goal each month at staff meeting- even if it is a reminder of an annual goal- but this will help
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     clarify, reiterate stated goal
     Brainstorm on project design. Work on projects and communicate with all design team members
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     Weekly meetings with open communication. Involve staff in decision making and prioritization
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36   Defined job description
     Staff expect me to be a person to keep them informed of things that maybe out of there control. But
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     important information for their jobs
     Have employee with their job description and review it with their supervisor. Also include what they
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     would like their job description to expand into
     Employees make rounds to all areas that they have been assigned and handle repairs that are within
39   their range of ability. Each employee added some locations that the laid-off employees used to
     handle.
     Sit down with staff member assigned to a task or project several days in advance of the anticipated
     start. Explain the purpose of the task or project (outcome goal) and what services that staff member
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     will provide and convey the importance of completing the task properly. Ask staff for feedback

41   Get Sales
42   Weekly and monthly meetings to discuss issues, problems, and ideas
43   create statement of purpose (more specific than a mission statement) invovling employees.
     Idea: ask employee to give regular status report of their progress. Communicate expectation
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     regularly and make sure it is verbally reinforced at all levels of organization
     Weekly informational meeting with direct supervisor: Maint techs meet with Maint Supervisor.
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     Housekeepers meet with Houskeeping Supervisor.
46   Set clear expectations and goals that are written down to each employer
47   Employee Manual with clear roles and responsibilities
48   Work order system access with clear work instructions
     Weekly staff meetings and frequent group emails that discuss past and future requirements. Plenty
49   of discussion/feedback to make sure everyone understands. Lots of coverage of what went
     right/what went wrong
50   Report at shift change
51   Semi Annual Review on time!
52   Have huddles during the week at the beginning of their shift to keep everyone informed
53   Team member to help each other
54   Talk with each individual on a daily basis reviewing the current tasks
55   Weekly team meeting that will assist in prioritization of scheduled work
56   Monthly Dept. Staff meetings outside the work environment
     I have given them tools to help them become self-reliant. E.g. resources for how to handle their
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     decision making.
58   Open communication with daily 15 minute meeting for each shift
59   Meet one time a day
60   Safety Program: updates, keep it up fornt in people's mind
61   Leadership and keep them on the right track
62   to gain as much quality plumbing scope of work as I can
63   have each employee write their own job discription and review it with them
64   Explain to each employee what is expected one on one
65   go over job discription annually with each employee
66   one on one from me and coordinators
     review job description with staff and make necessary changes based on staff input and re distribute
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68   posted department specific mission statement
     Communicate with personal expectations then ask them to respond back in their own words their
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     tasks. Ask if there are any questions. Listen.
70   Monthly meetings. Work orders.
71   Have a good job description - list duties what are expected of me.
     Make jobs and expectations clear by increasing communication between supervisors and workers
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73   Clear and precise communication up and down
     Develop goals that are clear, specific, measurable and AGREED to by both parties. What to do, when
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     to accomplish, measurement matrix, communication of progress
75   respect everyone like you want to be respected
76   cooperation with fellow employees
77   meet with staff to review week's agenda
78   ask each person to write up their own job description. Then review and redefine if necessary.
79   accurate/detailed job description.
80   meet individually with each person each morning
81   dry erase communication board indicating non work order tasks
82   List expectation and grade staff weekly/monthly on them. Feedback.
83   Utilizing my ability to work our ability to enter into new clienteles
84   what time to be spend X hrs with prospective clients
85   Provide a detailed written job description with a list of measureables
     Hold weekly/biweekly lunch to discuss direction of the company and what is expected from each
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     team member
87   Weekly review of past week and expectation for the coming week
     Idea: monthly meetings on work order, and PM completion. Provide feedback of the last month's
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     rate.
89   Clear job descriptions
90   Leadership and support a priority for my employees during day to day business.
91   Job description - list/explain
92   Provide direction to staff regarding regulatory compliance: ie Life safety documentation
     At the start of each week, I list what tasks need to be completed that week. Provide deadlines, how
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     the work should be done etc.
     Have good job descriptions. Communicate often with your staff your expectations at least once per
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     week.
95   Weekly team meeting to duscuss weeks activities
96   Ask if requests are clear (work orders, etc.)
     Weekly review priorities with staff and ensure they match expectations/system goals. Basic as same
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     page discussions
98   Identify: who do I report to and How are tasks prioritized
     Issue written work orders: location, description, contact name, expected time fram to complete
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100   what ever I ask them to do, I can do it, and I DO IT RIGHT to set a good example
101   During my evualtion it states what my duties are (core duties)
102   Minimum of weekly meetings with boss/staff and track open issues until resolved
103   Communicate "Clearly" what is expected
104   Detailed job duty sheets
105   relevant job descriptions:current, accurate, staff input
106   Develop a "scorecard" that outlines each employees accountabilities that they help develop
107   Written published goals that are measurable
      Need structure. Dept meetings to discuss projects and work that needs to be done. Prioritization is
108   very important. Give ownership and responsibility to employees. Communicate Progress to meet
      deadlines.
109   one on one meeting to discuss issues
110   one on one with employee's and our team meeting "short" once a week
111   Memo board: listing what is going on
112   Keep existing customers stisfied and find new customers
113   Written, detailed job description
114   Maintain open lines of communication throughout the dept. daily
      Make sure that managers have testing/inspection of required items along with appropriate
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      documentation
      Make sure all work orders include all pertinent information contact name, phone #, address prints,
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      scope of project, tools required, etc.
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Question 2. I have the materials and equipment I need to do my work right…
Ask employees/team members what tools/equipment would help in their jobs more effectively
Open Communications: Support what staff needs and tells you what they need
Ask questions to understand your employees' work processes. Ask what they need.
Open Communication with the IT Manager to "service" internal customers
At this point we have no capital dollars for replacement so we need to perform more PM/rounds to
catch problems before they get severe
With EMP input develop the required tools needed list: Provide tools, Provide training to use them,
check to see if the tools worked
Budget for equipment needed to perform work within the organization
I allow staff to get tools needed to accomplish daily tasks. We started an agreement with Grainger to
keep our supplies inventoried and kept in stock
Inventory and parts tracking
Embrace "hands on" management style so that is understood on a complete level what is needed by
employees to be efficient
Send out a survey to see if everyone has the equipment and tools to work with - Ask for ideas to help
assist in new technology/equipment

Periodically Speak to the "do-ers" and ask them outright: What do you need to get your work done
more efficiently? Ask them to explain how a new piece of equipment or additional training will enable it
Create an environment where people will bring good idea's to increase productivity
Inventory management of parts and supplies. Tools kept in central location for each team
this is a problem with getting ADM. On pace with your work being important and cost saving. Bottom
line is then do budget and plant Ops usually get short changed. This problem starts and gets solved at
top of the food chain
Standardize equipment, chemicals and tools - provide adequate training for each
A.) Standard setups: 1) carts 2) closets 3) org storage B) Have a goot meeting area for handing out
supplies
talk to your staff, find out their concerns, brainstorm for solutions; make the staff part of the the
solution in order to take ownership of the situation.
Ex: we have a course list that staff can take to develop their skills. Utilize electronics (maximize) and
make sure staff is trained adequately

Memo board with "needs" listed when someone runs to town they will pick up supplies for others
Find ways to justify the right tools and equipment: budgets, safety, efficiency

Test equipment replacement, get loaner equipment that you can evaluate. Stay current with technology
Ask the front line staff as to needs, Don't assume
In the weekly team meeting, have an agenda item which asks everyone if they have the materials and
equipment to do their work.
Monthly equipment checks for office functions. Weekly preplanning for hands on wokers rather than
after the fact "planning"
Monitor and maintain equip. needs for all staff to access
We have the master forms, systems, equipment so we all work the similar style
Provide an opportunity for a "post-project" Review and use the information for a lessons learned bi-
annual report
Wireless communication email on phone
Stay current with software and training
Add tool carts in "special" areas like surgery. Don't allow staff to run out of needed supplies
Provide a forum or Mentor for feedback from staff on nees. Show savings
Tools are maintained and storage areas are neat and orderly so matierals are readily found. Staff know
minimum amounts and report when more are needed
We have a monthly meeting and ask our employees if there is anything they need, to keep our Hospital
clean, then we supply their needs if they do need anything.
Online list, Available equipment and location, with checkout/check-in procedure (like an online library).
Discuss relevance with employee
Ask staff their thoughts about adequate equipment and training
Ask! If it is unavailable what are the alternatives take ownership, just because you don't have it, doesn't
mean it's not attainable - be creative!
Organize stock and provide mechanism for identify/improvement suggestions. Streamline procurement
process
Communication: if something is required, talk about the needs
Establisha system to solicit input from the group as to what is missing that could help them be better do
their work. Ex. Suggestion box

Inventory control of materials: Linked to computerized maint system? Interval materials met. Dept
Manage budget properly and ask staff to help with managing the budget. Prioritize work well and
implement efficiency wherever possible to conserve $$

By having monthly meetings with staff and asking these questions. If no solutions report to Director
Provided structured reporting software to complete required reports
regularly scheduled times where front line staff give specific input of their needs
Purchase: tools required to complete jobs assigned. Staff input for items needed to do their jobs
I say "give me a detailed list of things you need"
Create standard personnel tool list and put program together to help staff fullfil it
Communicate to Administration the $ savings of having a certain piece of equipment/tool to do a job in-
house
Institute alternative mechanism to provide tools needed that are not covered in the budget from bake
sale to group collection

We ask each other what do we need to get the work done better, faster without sacrificing quality
Ask people doing the work if they have the tools, etc. needed to do work. Ask employees if there are
other tools etc. available that would allow them to do their job better. Different, newer software, etc.
Do analysis and show administration with the right equipment the job will be done faster
Accessibility to resources/materials: vendors, stock materials, staff support, authority to access
We get the equipment/materials we need to do the job right
Ask people what they may need as tasks are assigned
Ask each person - What is the one thing you really need today? Most important!
Request want/need list available to write down what is needed. It is checked daily
If staff do not have proper equipment and tools they are not productive. So we request all
staff/supervisors to plan one year ahead to determine needs
We have a capital request process. It works ok. For staff we use credit cards. It helps staff set parts for
repairs
Make sure staff has the BASIC tools that WORK in adequate quantities
Listen to the needs of the staff. If they are constantly struggling with something, listen and look how
that can change
listen to employee's needs

Vendors have assisted in helping keep the par levels where they should be. Keep tool crib stocked
Review processes on a regular basis with staff. Look at processes with lean process in mind
Ask people what they need and establish a process to ensure it's there
Survey your employees on what they need
Keep good inventory of tools headed (including replacement parts and projected costs)
Set up online CAD library for 24 hr access to system information (i.e. 3rd shift emergency)
Partner with vendor to establish a keep-stock program - remote parts storage for larger facilities
Assign a person in the organization to spearhead collecting requests for new equipment/software etc.
Announce/promote employees are encouraged to request info             ???
Keep asking questions to your group and what do they need to get their work completed
Team efforts as opposed to individual work orders
Laptop computers for zone maintenance. Reports from work order system that give indicator of staff's
performance. Blackberry over WiFi to communicate throughout hospital (T-mobile)
Hands on training for software used to do job
Need more sales oriented personal to engage in future opportunities
Communication: if something is required, talk about the needs
Organize and distribute list of available tools and supplies that individuals are already using, that others
don't know about
I see each person early morning - "is there anything you need?" and I make a note - get it or tell them
where it is
Ask weekly during weekly rounding. Most of the time the requests are not that expensive
Planning
Simply ask the ?
We have instituted a keepstock program with a vendor for MRO
Create a departmental tool list and install a keep stock program with your vendors
Don't worry about the budget. Fix it right and the budget will take care of itself
Create a just in time for materials and equipment workers with outside vendors
Always look to improve the processes. Equipment- yes, Materials-yes, people-?
Discuss with staff how they will go about their job
Have tools to do job also have at least basic parts inventory and a board to list parts needed
Budget for tools small equipment and buy (quality) tools and equipment
Company needs to stock supplys and equipment
By talking with staff, a before projects before and after budget ideas yearly
Have an easy approachable office manager and purchasing employees
Employee checksheet 1) stock, 2) tools
Ask the staff not just the management. What they need
resource information and id codes
throughly plan and ensure materials and equipment are available prior to starting task.
Prioritize a list of needs (tools & materials) Explore new technology
During budgeting, management/supervisors meet with techs to determine specific material and
equipment needs. Post list of small equipment needs in shop
Give people the tools (financial) to purchase what they need! Employees are asked to discuss larger
purchases with supervision. Expensive tool needed? Let's look closer
Have a contact person for things that are needed
Ask what materials/equipment is needed. Request at least I try it
I have all required code standards, rule regulations and standards to verify that our work is in full
complaints
Enlisted volunteers to help organize materials (paper) so ready for staff use (saves staff time)
Work with marketing group to develop high class proposal data
Give me a list of what materials and equipment you need to do your job in the most timely and quality
way
make sure everyone has everything they need to get their job done correctly
Yes.
Ask the right questions for a service call. Provide a checklist of items needed in order to fill out a service
order request
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Question 3. At work, I have the opportunity to do what I do best every day…
Job duties are spelled out. Supervisor does not micro-manage to allow staff to do it "their way"
Encourage people to apply for job openings to match skills. Buddy system to cover gaps with
strengths/weaknesses
Talk to staff- find out what their strengths & weaknesses are. Modify their workloads to include their
interests
Give me the time, tools, and equipment to do what I do best
Myself I am over the Elect/Mech. Systems for the hopital. I know these systems
Identify strengths and share the data with everyone
Evaluate employees performance and recognize strengths, then encourage them
Get to know your employees
When assigning work - we try to use the guy's talents best -HVAC, plumbing, grounds, etc
Assignments/work orders given to individual employees based upon their strength. Example - 3
electricians. 1) Projects/Construction 2) Systems/Fire Alarms/Card Accer. 3) Nurse Call PM
Be flexible not arbitrary in assigning job responsibilities - do it with input from workers
Encourage staff feedback for ideas to perform their job efficiently
Give people the tasks that utilize their strengths. Don't force someone to do something that they are
weak at.
Cross train and create work groups with at least one master of the trade to help train the group
allow a little latitude. Let the worker make some decisions or be involved
Identify which people in the organization have the best strengths. Use them to perform this work
Have career development meetings with employees making sure they are in the right role
Have an open door policy to head mgmt
Provide training to keep up skills and new tech
Better job definition/descriptions to each employee
hire out the weak areas
Off load some of the work load to other staff by empowering staff
Interact with people to coach/mentor is my best strength. Don't always get time to round with my staff
on daily basis. Can feel out of touch with them
I take time every day to discuss issues with staff on a personal level - How are things at home? Did you
play football - you're interest results in work well done
I am able to schedule my work load
Good attitude, good skilled team
Appropriate and pleasant work area
Take note of what strengths the people have. Ask what they want. Cross lines if needed
Recognize strengths and plan/schedule efficiently/accordingly. Recognize weaknesses + work toward
improvement
Supervision team will hand deliver requests (work requests) to who is best suited for/in/at particular job

Maintenance Supervisor has to schedule/assign projects accoriding to technicians strengths
Assign work to the best qualified person (skill set)
You need to able to finish jobs
Ex: Establish a mentoring Program. Ask what a person's passion is … and work with them to support it

Ask staff what they like to do or what they are interested in doing at work. Ask them what they need or
want to do that will keep them stimulated and motivated
Get to know your employees. Focus each employee in the area of their interests. Manage their
strengths, not their weaknesses
Allowed to take time to tour hospital to find weaknesses from dept
I have and support staff to use the skills that they do best
Find out staff individual strengths and use it
Some days are much more hective than others, my best strength would be to stay calm and work my
way through the issues
Allow employees to do a variety of tasks but let them champion or specialize in what they do best

time planning/day planning
I encourage our staff to take pride in their work and to take owndership of what they do
Make sure you utilize the right person for the right job. Match the person to the task
Share information via email whether people think they need to know or not. Better to share than later
find out that a job failed b/c someone was not aware of idea or concept
Build on their strenghts
Establish questionnaire for staff to ID their skills and mix
Opportunity to do best. No. Not exploiting skills of individuals. Wrong person on job - moderate poor
skill sets
Talk to people - find out what their strengths are and assign tasks to fit their strengths. Find what they
like to do
Defined groups vs. shared resources groups. Plumbers do plumbing vs. maint tech
Make sure employees are doing meaningful work that they enjoy doing on a daily basis
Conduct peer review anonymously that would outline strengths and weaknesses
identify strengths, minimize weakness
Ask your employees what they like to do best. Get ideas
Recognize strengths and move and promote accordingly empower the with self responsibility
Discuss w/ emps what they do well - have them train others in that skill
Need to learn what each does best. Allow them to do their best
Put the people in job responsibility that they are skilled in
Assign work to people's strengths, then cross train
Place employees in areas that they have skills/interest in
Survey staff to see what they like and or do best and what do they want to learn
By training working with staff that can do that type of job
Know your staff and tailor the tasks to their strengths. Also find out their interests and if related to their
work. Provide training activities
Let different employees work in their best areas. But important to allow emp to work and train each
other, everyone has something to offer
Put people in areas of their strengths and have them develop others
Display your top 5 strengtths at your work area so each employee can exhange ideas with each other

Delegate job responsibilities according to their talents - "put the right people on the bus"
Monthly lunch with an employee find out likes, dislikes of their job - ask ? Perfect world what would they
like to be doing
Work is assigned with staff's strengths taken to play
Give work order's to guys and girls to their strong areas
At work I do not get good directions of my strengths. Lost!
Review with employees performance strengths and weaknesses
Yes, I have the latitude to change daily work routine to do what looks like it needs to be done
Encourage staff to do what they do best and add more of their tasks to their day
Jointly discuss strengths and tailor job to fit those
Understand each one's value - leverage talents, move folks around if necessary
Find out what strengths and weaknesses an employee has, and use ethem to do tasks that maximize
their strengths and minimize their weaknesses
The owner allows me to create my method of cold calling, marketing to create opportunities
Provide opportunity for employees to be the master of something specific not a jack of all trades. Do not
make multi-tasking a measurable
Marketing is not by strength
Challenge staff who seek it - cross train
Accomplishing day to day business while staying organized and efficient
make sure staff has tool's and resources to complete all tasks
I got nothing?
Allow enough flexibility in individual assignments to allow person to use some of their time doing what
they do best
Allow staff to do enjoyable work (outside day to day routine) that has a direct positive impact on the
quality of the hospital experience for the patient(s)
We encouraged our employees to read "now discover your strenghts" We have to wear many hats, it is a
challenge to do what we do best EVERYday, perhaps most days
Make sure that you are not tyring to take on work work that others could do more efficiently. Time for
what you do best
Set up more training sessions for A&E/Distributions/Contractors
Cross train staff to be knowledgeable in the various fields
evaluate each person strengths then "put everyone on the bus and put them in the right seat"
Work assigned to staff with specific skills and talents. Fill in "gaps" in routine assignments if specialists
are "pulled"
I have the opportunity to visit all of many ongoing projects where I feel its needed to verify full
compliance
Make sure people's skills match their job duties
Listen to people about what they like/want to do and assign in areas of interest
Determine strengths of each staff member and assign corresponding work when possible
Stay focused. Don't take on work for others that is not yours - focus on your work first and if time allows,
do those other jobs/tasks - deligate to those that want to learn so they can become experts - just as you
have learned new ideas/tasks
Know your staff - know their skills and personal hobbies
Identify staff areas of interest. Allow self-directed work assignments. Encourage additional training.

Attain staff that do work in fields they are the best in. Provide training to keep staff member abreast of
changes
ask if the person is comfortable doing what they are asked to do. If they need additional training or
assistance or if they would prefer not to do that work. Have thorough discussion
Ask staff what they prefer to do (what job) and ask why, how they do the job. Try to get them to do this
work!
Assign job tasks to each mechanic, keeping in mind their strengths. Weaknesses may be addressed by
training etc.
Dialog with staff on what are their passions. Trainings. Round Pegs in Round Holes
Ensure that all tasks scheduled are obtainable and accomplished.
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Question 4. In the last 7 days, I have received recognition or praise for doing good
work…
Thank people at time that they do the job
by talking to them, sending card, that sure thing like a job well done
Yes, recognition currency given in last 7 days
One on one praise, look at job well done
Standing agenda item at monthly meetings
Take time to meet or take staff to lunch to tell them they are appreciated and recognize them. Public and
private praise for staff
Star grams. Phone calls. Praise at turnover. Emails
Supervisor will recognize a person in front of the group. And let supervisor's boss aware of performance above
and beyond
Here created a "STAR" program - associates/families fill out certificate for observed job well done. Boss & CEO
signs -> given out by front line manager at staff mtg.
Show verbal recognition at monthly staff meeting
"Thank you" Take to lunch for a great job
If give good recognition and receive good work ethics
Invitation to a gold outing
Praise at meetings
Respect/Recognize as appropriate
Thank you card - small, simple. List name and task in internal weekly organizational newsletter. Face-to-face
tahk you from manager
Have a mechanic of the week
Make sure everyone that is doing a good job knows it
At the conclusion of a successful task or project send a hand written note acknowledging the success. Note the
success in the presence of other team members and thank the team member for the effort
Spend more time finding staff doing a good job and praise them or thank them openly. Nudge staff out of their
hiding places in a positive way.
We have a fish program that recognizes hard work going extra mile - email published and fish given out for
points. Points are used to purchase items such as gift cards
We send out company-wide emails when somebody recognizes another employee for a job well done
Send out electronic "drops" in the bucket and have printed copies displayed in work area
Email peopl - weekly. "Thumbs up"
I believe verbal recognition is the best. At the end of the day this stays with you, and do it more often. Even for
small things. Thanks for just a good job done everyday
Publish a poster rating each project outcome A,B,C etc. and name the Proj Leader
Do a better job on being critical all the time. Help them do their job correctly and efficiently and let them know
they're doing a good job
Completion of project on time and in budget over 18 month period
No
Allow enough time for scheduling - thank and talk about how important this is
I bought brownies for the staff for their coffee break
Have a "good news" sectin of a weekly meeting where someone talks about something they did right and then
they were rewarded
Make praise specific to the good deed/work done. Praise in public/criticize in private
Reward that person with a small award at all levels
Praise daily if warranted and send thank you cards hand written by the supervisor when the employee goes
beyond the call
Mail "thank you" notes to staff at home. Be specific about what you are thanking them for. No generic "Thank
yous"
Pass along in a timely fashion on the spot positive feedback from others, and "get out there" and observe good
things in person
Take time out to praise specific actions. Even small tokens of appreciation are meaningful. Don't overdo it too
much is also bad.
Make a point at EVERY meeting to complimetn one employee
Praise "simply thank you" for specific tasks completed. Allow for flexibility in completing work. Written "thank
you"s
Do a round table at every team meeting recognizing each for something they've done
Set aside actual time slot in my weekly schedule to provide positive feedback. Alternate the time and BE ON
LOOKOUT for specific items to praise
Monthly dept. meetings with standing agenda - staff specific praise. Individual real time praise
Weekly meetings praise strengths during deparmental meetings. Acknowledge E-mails and positive comments
from other departments
Look for the positive
Redefind what "good" is. Maybe you might have to "lower the bar"
This is brought up at our bi-weekly supervisor's meeting. Tell him an example of someone who has went above
their daily duties
Make sure to constantly recognize tasks that are completed. Especially if done efficiently and economically

Pick out something (A thing) that was done well and compliment it.
I start all meeting with "at-a-boy" now staff does it within themselves
Last 7 days - probably not, but I praise my employees on a regular basis. It needs to be genuine, but selective

Praise employees to my director. Helps director know what they are doing well
Involve yourself more with staff - monthly SMALL incentives/recognition
I got praised for a new client giving us some RFP opportunities
Owners not in mindset to give praise to office staff
Call the employee out in meetings on a weekly basis for the "good" no matter how small
Praised a dept manager for providing great service for a customer
Know what staff is doing to provide praise of tasks and jobs assigned to them
Statute "Wall of Fame" at office right next to our current "Wall of Shame"
We use a recognition "toolbox" that has several different "prizes" inside which are given in praise of a job well
done, or someone doing something nice for others
Yes, I have had thanks for helping and ensuring that the work was in full compliance with current standards

Provide reserved parking close to building for employee of the week!
Say thank you every time someone does a good job pass that on to higher mgt.
Encourage staff and peers to give recognition - not always management's responsibility. End of staff meeting
share success stories for that week. Post successes in visible location. CELEBRATE!
Set time aside each week to look for positive reinforcement opportunities
Monitor staff doing above and beyond With what we have - keeping cost down. Focus on project or Repairs
being made. And do in front of others when possible
Praise good work in a private setting, it seems to elevate productively
Lead by example, find a positive in all situations, keep it simple and quick. Make it public
This is praise from anyone in the organization - not just the immediate manager. Ask "what went well today"
and go from there
I tell my staff I'm proud of the job they do and their dedication. Do this in the presence of other staff. Be
sincere.
Thank employee for a good job right away
Let staff know when they do a very good job or go out of their comfort zone and go the extra mile
Staff have a WOW program that customers give to a person that goes above and beyond. We share them at
staff meetings!
Recognition. Publicly - in front of others. Specific
Weekly shift meetings. Job shadowing with staff every week
Congratulate them in front of others
Daily rounding/team meetings - pick out one "All star" for the day and comment on their job well done
give praise daily
give employees ownership of project. Encourage and Praise in public. Reward with Free Lunch
Give recognition when you see it. Don't wait for the perfect event. Make sure it is genuine and sincere
Redcognize small positive performance with praise - Thank people for the daily work
Give praise in public
By trusting in me when I'm on my own and not following me around
Look for the one thing done well each day and tell them that day
Have open eyes/ears to situation going on. Take specific time to look for it
When employee does a great job give them a small bonus and praise
I like to thank our employee's for their hard work and their team efforst. Also I give each separate praise
Go out of your way to recognize staff for the little things they do each day. Focus on the good!
Graciously accept praise so people are comfortable to givep praise
Follow up on work completed with staff or peers
If you do it yourself, it will come back to you in a positive way!
Let your employees know if they're doing a good job by observing them weekly
I have an immediate supervisor that doesn't praise people within organization, so I go out of my way to praise
people when warranted
CEO commended me for a successful state baseline survey
Praise a morning review. Include leadership. Recognize positive vs. Neg attitude
Schedule time daily/weekly to touch base with each employee and find something positive specific to what
they are working on/peacing with. Ask how you can help them
Thank notes mail to homes
Recognize the individual employees during huddles or meetings. Giving $5 gift cards where our employes get
recognized from patients
I pass on wow's to staff when received from their customers. Easier to do when I'm doing daily rounding. Don't
receive very much from my direct supervisor
Praise staff on a daily basis on what they are doing well
Set it up on Outlook Task manager for reminder
Have weekly lunches with staff who are performing well within the organization
My company needs to work on this
Recognize publicly. Talk them up to others. Let the CEO know about the good things your employees are doing

quick comment on a good follow up email that praises them. Personal face to face praise
Recently I told a staff member he had done an awesome job cleaning the housekeeping room. He told another
staff person he wasn't used to that and it brought tears to his eyes. I was sincere - he was overwhelmed!

Always let the person/staff know you appreciate them/their work by thanking them often. Do not fall into the
bad habit of expositions and taking the staff for granted.
Recognize performance in meetings, buy them lunch, offer other rewards
Manage by walking around - Post (publicly) written comments about employees
Praise people in front of their peers at meetings
Use different methods to recognize each employee
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Question 5. My supervisor or someone at work, seems to care about me as a
person…
Bring donuts!
My staff know I care about them on a personal level. A degree of friendship and caring transends the
employer/empoyee relationship
Understand and ask about their personal lives at least twice a week
Make it safe and ok to thank someone for a job well done. Without seeming too soft. We do care and
appreciate
Communicate with staff and ask what I can do to make your job better
Positive job reviews - acknowledge the fact that I will grow into the next level
Upper mngmt read input from 360 evaluations of your managers and fire the head managers who care
more about themselves and their career fore than their staff
LISTEN! Remember facts
Our facility is really a big family. There are always birthday parties etc. In fact - I just baked a birthday
cake, from scratch, for one of my friends
Have communicated and supported employees when they have had personal problems, family, etc.

Stop what you're doing and listen to your staff person when they are talking about personal stuff. Make
eye contact
My staff share much of their personal life with me. We spend time talking about non work items

Ask questions/communicate often to staff
remember about their family or what they like
Get to know employees as indivudals. Have "brag" board for employees to post pictures
Listen to people. We all have different interest and issues, be a good listener
Make sure potential new hires will actually fit org culture. Company leadership and culture must match
employee and be communicated
Know things (ask) about their family, hobbies, passions, etc. ask frequently about those things
Have talk with them about more than work
Get together outside of work
Talk about the individual of their interests outside of work. Have one on one discussion with the staff

Ask questions about the individual
My boss often asks how my family is doing. Families have vacationed over the years. He offers to help
out family at times
Take a personal interest in employees and coworkers. Things not job related. If there are specific needs,
try to get involved and help if possible
Find out a hobby, family, activity that employee enjoys
Ask staff how their family is doing. Learn about your staff's family and what is important to them

Spend time with staff on a regular basis at break lunch and find out about what's going on in their lives

My supervisor states to others how she values me for interaction with patients/staff/visitors
Make a point to see and ask how the staff are doing
Personal contact and open communication. Morning impromptu meetings to get day started. Ask
Questions!
Stop and think. Slow down. Focus and be deliberate
Show your employees yo care. Maybe have a lunch or dinner or an event to show them you care
ABC. Always Be Concerned
Provide social setting - ask about what's important to each staff member
Follow up on what's important to them
Take a "personal"interest in staff. Dialog and feedback
Be alert to changes in co-workers. Ask about personal triumphs and losses
I let my employees know that I care when something happens, by asking how they are doing if they
need time OFF or change the schedule so they can get their PTO when they want it
Have group time to show staff what other staff member's are doing at home. Give them or show them
staff is a person like themselves
Provide hour flexibility to deal with personal issues
get to know co-workers at breaks and offer opportunities to interact outside of the office
The owner/VP seem to care strongly about my performance and personal well-being
Ask about family events in employee's lives
Have specific one on one conversations without work conversation
By asking about & listening to other people's family and personal doing
Celebrate birthdays or any other event. Bake a cake for their birthday. Stop on the way to work and buy
donuts for the crew. Talk/listen on private stuff
Keep track of birthdays
Ask about the employee and family
Individual conversation "how are you?". Birthday Acknowledgments
Encourage events that involve the entire family and have highlights of employees in your internal
newsletter
Take someone out to lunch, ask questions about family - personal items they enjoy hobbies
Arrange after work activities that involve everyone's familites to get to know them
Ask people about their personal life
Show you care by 1 on 1 discussion Every DAY with as many as possible!
Call while on medical leave - just to visit "say hi" (makes feel part of group - not forgotten
Give your staff a personnel card for special occasions good and bad
(tough one for staff that is mostly men) Provide as much flexibility as is practical in scheduling. "know"
some personal background for all staff
Show compassion, ask if there are problems that you can assist them with.
Be involved with staff. Be truthful about where they are in organization - be involved with outside
functions when invited.
Encourage openness. Keep door open. Get to know each staff member
Take time to learn about families, hobbies, etc. A good thing to start the week with.
Find time to interact with boss… conscientious effort. Same for staff - know them
Minimum small talk about fmaily - or how the son is doing in football. Become familiar with at least one
item of personal backgroung that can become the subject of on-going discussion
Tke personal time with people- ask about families; weekend plans
Have potluck, company outing etc. to build relationships.
Make it a point (take real time) in the morning, particularly on Monday's to talk and in particular listen
to employees about their weekend.
Yes, I feel I am treated with respect and the work that I do is appreciated and is a great help to the
organization.
Ask about family and home things
Be genuine. Be honest. Give us truth. Spend some time knowing the people in and outside of work.

Let employees know that you care about them and their family - not only concerned with what they
can do for the company/facility.
Make sure you know what's going on in people's lives. Communicate!
Yes, at least my office mate
Periodically ask team members how they are doing. Make an effort to learn the names of
spouses/children and ask about them too. Convey your willingness to meet with staff whenever
necessary to discuss personal challenges
Spend some personal talking time at department meetings about each other so we can value them as
people.
Know your employees on a personal level: Are they married? How many kids? Where do/have the
live(d)? What are their interests? Involved with church?
Learn to listen - not talk become empathic. Allow people to express themselves
Have coffee/lunch with staff on a regular basis - Group lunches
Lunch with employees for coffee or breakfast, Personal backgropu can be discussed weekly/monthly,
Write down/remember wives/husbands/childrens names and birthdays
Send notes to employees' homes
Carry on personal conversation, interest in family and interests in familly and interests outside work
environment
Get to know employee personally
Be friendly/accomodating, sincere/honest
Manager/supervisor have force time (immeidate 5 minutes) with all staff montly. No work talk, just
small talk, personal talk
Take the time to learn what is important about each person
Give them the personal time and listen to their issue
Take the tie to listen to a lot of your employees say to you.
My supervisor shows interest in my family and church
Talk to people, ask how are they doing, have private talks.
Ask about family and know how they are doing and so on
Yes, someone does. I always try to ask something personal
?
Talk to your staff, interact and show interest
Remember some details of family and ask about them. Soft skills and client touches
Get to know individual personally. Outside of work
Listen with empathy and care for their needs outside of work
supervisors need to know their employees on a personal level; Don't fake it through, it needs to be
genuine
We need to work on this
Ask staff how their family are doing; be interested in all staff personal needs
Ask how their weekend was and how is the family, work with the employee within the framework of
the organization for time off when needed for personal issues
talk to staff on a one on one basis about their personal goals are and how their family are doing
Many of my staff approach me about personal issues that are going on in their lives. Don't get together
as a management group in a social setting very often
Have company social events, include family in some
Have social events and include family
Ask certain employees about their gold handicap
Show you care and they feel that they are needed
Express appreciation; always
I talk to my staff nearly everyday, someone has a problem, divorce, illness, personal loss. They are that
I care
I tell them they are in my prayers
talk to them as a friend to get to know them as well as their family
Spend some time off with every individual who is hurting
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Question 6. There is someone at work who encourages my development...
Develop a training plan for each staff. Discuss where each wants in their career.
Set specific goals with people and review on a regular basis to move them foreard.
Mentor program for those that seek development
Provide reading lists for others to motivate them and ask for others to provide suggestions.
Encourage employees to seek continuing education that will promote confidence and promotions like
certifications related to business.
Establish a mentor program partnering top performers with team leads/supervisors.
NO, not quite sure is it greed?
Manager and co worker could help development
It is also important to encourage but also assist and help in their development, share knowledge.
Need to know better who is in charge of what.
Have regular training.
Develop work groups that provide support and development
Work with higher skilled technician to learn their skills, like job sharing.
Get employees MECA; CHRM certified.
Mentoring, give them related reading materials
Ask about goals and objectives work and personal. Use that information to ask what they are doing to
achieve goals.
Need a network of people to encourage development. Direct upervisor, deparment head a matrix of
people with different skills and objectives.
Don’t have one for this one
Talk to staff individually, let them know their goals, help them set their goals, let them know what they
can do. Provide opertunities for development.
Be more proactive in these times without being a pest.
Take outreach courses that are available for development
Team people on projects, best with worst, change teams frequently.
Able to go to conferences like this one on educational opportunities which I suggest.
Talk about family
During eval time, talk to employees about strenths encourage use avaialble money to get training to
increase knowledge, etc.
Encourage others to educate themselves on new techniques and new procedures that will help the
company.
Encourage staff to reach out and be schooled
Offer trainign classes to staff.
Ask about extra schooling, give info about training, send employee to classes when the funding is
there.
Encourage continuued improvements, ask emploiyee to be part of sob committee to study her ideas.
Offer training specific to job description to enchnace individual skills
I'm provided education tuition fees from our facility to continue in any field. This is avaialble to all
associates
Have long term development goals for all of your employees. Focus on trainign them for future needs
of the organization.
Our org encourages education, mentorship, management all the way to the top.
We hav eth eability to take any class that we see fit to improve our daily jobs/tasks encouraged to do
so!!
Encourage/provide 'on-site' training/seminars and also cross training or sharing of knowledge and
strenghs between staff memebers

Focus on mentorship - every employee, including myself, should have a mentor and be a mentor.
During employee reviews set lofty goals based on their interests and skills.
Development or betterment can equal more pay and job security

Find out what strenghts are and determine other tasks they can do and what they are willing to do
My direct boss encourages my development.
Share concepts with co-workers with co-workers so they are aware of what you do and take interest in
job track other than your own.
Expand what 'development' is training both mental and physical
Budget dollars anually to train staff on a new skill. If money is tight bring someone in for special
training.
Give staff opportunities to get training and educaiton
Be specific about development and direction
I need to focus on this!
Look for ways to encourage employees to develop more by sending them to seminars, share article
with them.
Look for 'do-able' opportunities in training and educations.
I encourage all the employees to take extra time and take pride and let me know what I can do to help
them.
Listen to staff and recognize a need for opertunity look for the interest in staff member.
HR should provide tools/ seminars. Supervisor should direct encourage development.
Offer in-house trainign (after hours/voluntary) that is geared toward personal development skills,
which will help on and off the job.
Provide an incentive program for continuing
Give employees the chance for 'free' education and enough rope to strech themselves without feeling
if they fail they will be fired.
scorekeeper/ coordinator of development
The VP works clesely to posh me and have me expand abilities.
providing training opportunities and encourage participantion in the activities.
Keep up on employee training needs
Encouraged training with senior co-workers on job duties they might be looking.
Help other staff memebers in areas or equipment they don’t understand. Encourage staff to show
others how to operate or how it works.
Ensure staff utilized organizations educational benefits and Employee assistance programs.
Develop training program individual strenghts, encourage discuss, promote advancement
opportunities.
Encourage all staff daily. Identify a successor and mentor that person through a quality succession
plan. Successors are successful if they get the education they need.
I challenge staff to improve their skills.
management takes charge to help initiate ideas, opportunities for their staff to get continuing
education, literature, seminars, cer courses, website of the mo, etc.
We have a program which pays for additional education if it applies to their job. There is also public
recognition as a result of schooling.
Sending them to classes to further their knowledge.
Check into orgs promoting our industry
Taking extra courses that advance their performance.
Encourage, send to seminars/training.
Communicate with employees regarding joint goals and objectives.
Motive your employees to recognize where they need help to voice it to their manager.

Find out what hobbies people have. Try to encourage staff to share what they have been doing lately.
Ask staff if there is a particular course or in-house training that they desire which will imporve their job
skills, knowledge, and efficency.
Dinner/lunch to push or promote encouragement.
Have a quarterly team session where employees discuss departmental trainign that would benefirt
each toher and the groups.
Ask people about their opinion on a situation that is higher up the ladder.
Suggests ways to help one develop in benefits

Have training sessions, classes on equipment or have employee do trainign session to their strenghts.
Ask what they want to be in 5 years and trak development.
Encourage strengths and ask employeed desires. Also encourage participating in conferences to spur
on interest.
The predident of our company has given me tests that he has done in the pat to help development
specialty skills, contractual issues.
My Supervisor emphasized the need for me to attend this conference.
When I aks to attend the MISHE senior supervisor said yes.
Encourge staff to get certified through MECH
Offer mini, small , group training. Individual may take it as discipline, small group is sharing.
Provide what the employee needs to imporve themselves.
It's nice to receive encouragement
My supervisor encourages my development
Department goal - continuous imporvement
Be sure to budget for staff to attend seminars and post educaitonal forums.
Take the time to solicit information and encourage development in a written plan with specific dates.
growth/development focus on increasing skills daily = greater value to organization.
Offer trainign and certification, manage them up with encouraging words.
Offer extra time and fees for self-improvement cover them when theyre gone on training etc.
Have yearly web reviews making note on what they can do to move ahead in the company.

Encourage schooling even if its outside of their job description and get funding to make it happen.

Yearly goals to improve an expand work skills, knowledge, through seminars, additional education.
I encouraged a housekeeper to go into nursing she left our dep this week is now a CENA - another
honed their musical skills.
Postive reinforcement for staff trying to better themselves. Share network of contacts.
Don't break your own rules.
Help setup a personal training for staff coach to grow with the org.
Developed mentorship program to allow staff who have potential to move up in org. structured
framing and work experiences are pare of program
Provide opportunit for experts to speak at sraff meeting on a topic that can dhlp them grow to help the
org grow and learn from each others.
Talk to people about their interests see how their nterest fit with work.
Suppy employee with different trainign programs they should attend.
Yes, I am provided with required training and have the required reference material to refer to to do a
good job.
Ask staff wiaht they would like, present opportunities, make this a part of annual evals, help them set
goals.
Encourage all workers to share development skills.
I encourage staff to cross train for movement within the dept. use HR to see whats to do.
Have a mentoring program for all…hve a company succession plan…make the plan public to all
employees.
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Question 7. At work, my opinions seem to count..
Allow for input good with the bad, take the time to listen!!
Have meetings and ask opinions on work
Ask people for their opinion and follow up with why or why not it may be implemented
Ask How would you handle this?
They take my advice in certain areas.
I ask for my crews opinion on many issues

Staff is encouraged to give input and ideals. Management does act on these and give feedback.
Ask for opinions and restate decisions so everyone is invovolved when possible. Get buy in or
agreement.
If opinions are valid and good, be willing ot try and implement to see if they will improve
productivity.
Ask for opinion or input

give employees an oportuinity to give their opinion this can be done on issues at team meeting
Seek opinions by using a questionaire.

Ask but act on opinions offered. Give colleague chance to implement idea donte be afriad to fail.
Very often my supervisors ask my opinion on many things directly and indirectly tojwork.
Our senior mgmt teak has older individuals in it but are willing to listen to younger employees for
their ideas.
Make sure that people will bring ideas and opinions to the forfornt. They can't be scared.
Stand up meetings by the time clock - how is it going today? New products, methods try out and
ask.

Try to make staff when you can to solve problems. Utilize their opinions whenever you can.
Use brainstormign techniques there are never any bad/dumb idea.
I am ahead wait I think or how to correct issue.
Provide input and feedback in postive manner. People don’t' want to hear you complain.
At monthly meeting we ask opinions of our employee's and they do have comments.
Provide a form or method for staffs ideas, resource value
Inform others of upcoming decisions needing attention, ask fo rimput, consider tinput before
finalc decision, follow up with staff on decision
Ask staff how does this sound this provided feedback as opinions form them.
Be sincere in seeking staff input
being involved in new business development its critial wha t I see
Make employee tell mgmt on how they would solve the problem.
Offer questionnaires in paychecks to be returned anonymously.
Allow all statements to be heard fully before eliminating the options. Openly discuss.
Allow open discussion on opinion not have mind made up by superior.
Act of respong to ideas and suggessions within 7 days.
I ask for opinions when I am undeciided in a decision I need to make.
The more information gathered makes for the best decisin making I usually use my guys opinions
in direct decidions.
Have a suggestion box that is addressed reasonalby by management in a timely fashion and copier
of suggestions go to upper mgmt.
Encourage all staff to participate in brainstorming and planning. Implement staff ideas so they
know you will follow through.
We brainstrm on ways to do things better.
Always get people involved as early as possible with projects.
As a leader I should consistantly find ways to improve skills in compassion and empathy for
others.
Listen, empower, engage, ask.
Have a program with drop boxes called 'opportunity for improvement, publcize program, tell
employees examples of suggestions that were implemented.
When input is asked for respond back as to why certain decisions were made.
Use staff input on projects; who, how. Why . When best practice.
Ask for opinions which will provide encouragement to do better work.
Learn to listen actively, clarify with follow up questions
Be open to new ideas and encourage brainstorming prior to beginning a difficult or routine work
assignemtn - how can it be accomplished most effectively
Make it safe to give opinions good bad right wrong without retaliation
Listen to opinions
Have townhall type meetings and management be gneuine when listening to comments and
concerns.
Yes, I am often called upon to verify and discuss areas of work to verify compliance.
Yearly I have staff complete an evaluation of me.
Staff in a department allow to interview manager candidate and give input to should I hire.
Ask how we can improve a special or everyday job
Ensure staff understands that there is valuse in voicing opinons even if their idea ins't used or
used exactly as they proposed.
Yes, keep managers informed of requirements not always needed depents on person.
Once input is received the work with the people to refine it then impliment it.
Need to speak up to have my ideas count.
Ask and give
ask for ideas on projects make them feel like they are contributing to the project. May help bring
up ideas that you may not have tought of.
Answer all opinions offered.
A department meeting ask staff to write their opinions on a card (like this) and turn it in with the
sign in sheet.
Discuss business development organization strategy. Ask staff to offer ideas for improvement and
ask them to bring issues or concerns to light.
Send out electronic surveys, ie, the Denison Survey that measures corporate culture and report
results along with progress and address issues.
We have an OFI program 'opportunity for imporvement' these are submitted and points are given.
These points are used to purchase items. Gift card etc.
Purpose the assignement talk about approach ask the staff for input discuss and combine the best
approach.

Ask quesitons abouthow they would go about accomplishing the job that your asking them to do.
Ask for opinions and consider them.
Talk personally to the individuals who show talent and growth and also encourage those who
need to be pushed to develop further.
Get input from staff for performance plans etc.
Ask staff for there opinions and ideas.
Seek employee input throught surveys. Follow up on suggestions either way.
After you get an answer check for understanding.
Need to hire smart people who have good opinions then take away your ego and listen with an
open mind.
Ask people for input at daily meeting and truly listen
Ask for input on projects equipment and follow up with discussion.
Yes, and I ask theirs as well.
At staff meeting ask
At department meetings suggestion box
Ask for input and listen if you don't agree communicate that in a good way, when no is the answer
expalin your reasons.
Have an open floor at meetings where everyone has an opportunity to speek their opinion and
suggestion box
Create an environment that allows employees to have opportunity to speak freely.
Listen to employees
None of us is as smart as all of us. Approach know and verbalized at work. Ask people of
expertise.
Teamwork cummulative ownership.
Ask how to proceed, tell them the outcome and why
Ask people and use active listening. Manage expectations that might not follow all advice but
want the feedback. Report back whn you do use the advice.
Seek out advise on situations and problems you may not have qualifiations for.
Have a monthly staff meeting at the end go aroudn and each person any opinions
regular scheduled meetings needed disucess items
Nice to get everybody opinon
Very open staff meetings go around the room and voice whatever is on their mind.
Repeat what they say so they know you heard it.
Post dept questions in order to get ideas and feedback
encourage open discussion and make it safe to do so.
Ask for what the staff thoughts are on projects.

Listen to opinions dialog with them about it and put it out to everone afte you’ve modified it.
Listen, listen, listen don’t get preoccupied.
I tired new florr schedules, it lasted 3 months, staff did not like it. I listened and I reassigned them
to meet their needs. They are happier.
Ask the emploee what they think about a problem.
When appropriate I share my concerns
Ask for opinions impliment staff ideas when ever possible to demonstrate the importance of their
input.
Always getting advice or opions in very important in making people feel good aobut their daily
work.

Don't develop an environment where you ask for opinions when the plan is already in place.
review decisions and gather feedback
encourage input, ask!

all opinions matter, listen discuss and agree to validity. If valid, develop and empower staff ideas.
Involve staf in annual goals development and team retreats
Create an open environement to ask questions after each meeting. Whether corporate or
personal mgmts
Everyone has a voice and nobody performs the exact same at work each day.
whether you already have decided something, try to connect with others.
Because I said so is rarely an accpetable answer. Discuss with employees why the do their job the
way they do.
always give ownership.
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Question 8. The mission or purpose of my company makes me feel my job
is important…
Get community feed back in order to better the organization
Just take a walk down the hall and see the customers
At weekly meetings share with the team why we are here, let them know what this means for
the community
Reinforce core purpose of who/why we serve. ID difference of work in in healthcare
Connect everyone to the companies vision and goals
Link jobs evaluations to company goals
Lead by example say why its important to demonstrate why its important
Keep staff knowing how good it is to help people in the hospital setting. What services they do
and what would happen if they didn't compete.
Put it in the orgs mission statement and vital behaviors to live by everyday and make it part of
the culture
Highlight corp successes for dept and staff
Tie in group to org. Mission statement how do we make it happen
lead by example . Explain specific purpose of prvided
Convey mission and purpose clearly, make sure employees orientation includes this.
Walk through your work space
empower people to drive changes.
That we are doing a job that uspports our community. It’s a feel good position
its all about the patients staff
make sure mission statement is relevant and understood.
we are here to sustain and be profitable to gow the company
Provide opportunity to show talent or skills
Don’t just point at the mission statement or core beliefs you need to ive it and be sure you
include it in all decisions.
We hear/obtain feedback from patients, employees and doctors. Whether good or bad. Thank
goodness mainly good.
not any again
Our core purpose we want to help people realize their vision while benefititng socieity.
Focus on final outcomes for patients have staff get invoved directly whenever possible.
Make sure day to day mission is clear ask what am I doing today to make things better for
patients
Review pisitive comments on customer satisfaction surveys on a regular basis with staff'
Our mission statemtn is about caring for our community and we are all in this together
stand up time clock meetings relate to employees job to customer satisfaction
Continuously think of the many things that are good about the organizaitons, there must be
several
major employer in area that provides a lot of free care
Our admins are concerned about how the comapy operates
I get extreme satisfaction when we turn over a bldg. to an owner. An example is the joy that
students get when they move into a new school.
Emphasis is place on continuously improving facilites directly affecting patient care
Reiterate why we are here; we are here to serve our patients and community make everyone
feel important.
My job is important
Follow up with opinions from peers or clients
Be sure to let people know that all positions play a key role in a persons care not just the direct
care giver
Redifine our mission with the changing times.
Explain how persons role fits into mission of the company
Have clear goals that everyone understand in the organization
clinical excellence service to people. Think of everyone as your customer and provide service as
though you were the customer
Take care of customer sand word of mouth will have them come back
Remind people of the big picture.
Talk to employees about the specific benefit their work has for our residents
By having a PMA aobut my future and job\
encourage each team member
As staff meeting allow time for staff to report how they did something important. Share good
care story of how the job they did was important and had a good result
Mission
I am using the union contract to use discipline for poor performance others see the expection of
management
Patient care is always the priority put asside to help with a patient needs. Take the break after
you helped with a need.
Allow employees to interact with our clients. Let them get to know who we are working for.

Open communication mean better morale.
Customers first create expectional experiances treat people like you wanted to be treated.

Staff involvement in the things we do.
Keep focused on why we are doing what were doing
Reinforce organizatinal goal
Lessons learned sessions after a project taks is complete. Connect this to how it helps the
company and the community
Tie customer satisfaction and customer survey to what they do
Explain how organizational mission pertains to front line employees
One on one encouragement that their family and friends and they themselves use
Yes, we have a very high cust sat rate finding new ones is a challenge
Mission help staff people work cool or as close to home as possible
cause
remind people why you choose to work in healthcare then ask them why they are here also

give examples of how this should be for each employee
let staff know hwo important they are have occasional one on one conversations.
in heallhcare it is about communicty family and friends. Healthcare may be run like a business
but it is really about community.
Explain how we support the direct caregivers and make their job easier then they treat care
better for customers
Need a mission type statement.
I include in the mission statement and hold as important building a company culture that is
people (employee) focused.
Yes the organziatin is all about very in compliance and I am part of the team to get that done.

Post thank yous from patients families or positive recognition from physicians about good
patient care given.
When our own families end up in our facility we see what purpose we serve.
Staff clearly understands how support roles affect patient care - they indirectly save lives!

Allow time for company celebrations where good success, stories are told, highlight examples
performance.
Our mission is helping the public which helps me.
Keep cost down by doing our work effectively and efficiently using our own team to do this.

Memorize company mission statement. Have staff learn it. Keep it in front of staff and say it,
write it.
Stay involved in the mission - understand the goals and mission statement.
Evryone needs to contribute and know that their contribution is important.
Keep staff informed and thank them for their input and help.
Discuss how their work has solved problems, saved money, keep others safe, etc.
Yes, Help keep department and other meet joint commission together.
Mission is to grow and help others grow.
Share employees accounts, abilities, and demonstrate the importance of each.
Are here to make money.
All part os the puzzle are important.
Tell stories about real patients (change names) and show how plant operations people have
made a difference in their care.
Weekly or monthly input/updates from people.
Show staff their impact through patient satisfactin surveys.
Job is indierectly realted to mission statement but still relates.
Remind staff how important their positions are to the well being of the organization.
Tie people's role to the organization's role. Show in meetings etc. specific examples i.e. role
facilities has in infection prevention, air changes etc.
Provide method that will remind folks the real reason we are here.
Impress need for patients and family visitors to have an exceptional experience at our facility.

We are here to keep the facility stable.
Say what they end goal is, to provide for our families long term.
CEO related each job back to the bottom line (helping people) CEO it must come from the top

Let employees know how their job accomplishment is appreciated to help our clients.
Restyle in my groups to know that we have to do. More and more open accountability know
their job is important.
To ensure patient safety and care with a safe environment.
Have staff share in the ownership of project and decision.
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Question 9. My fellow employees are committed to doing quality work...
Accountability scorecared.
If quality work is not obtained, then use whatever tools available to change.
Monitor quality work beign complete remove staff that drag team down they will be pointed out
by staf if not addressed.
Identify what quality is and then measure it. Tie compensatin into the measure.
Talk to them about why their job is important.
Develop a proces s of identifying and communicating what quality is. Provide feedback
All members of the organization take great pride in doing a good job that is in full compliance
with standards.
Management must deal with under performing employee, can't let them to continute to under
perform
Place employees that are poor performers on work imporvement plan. Hold them accountable
for work expectatins
The union makes this very hard.
Make the whole team committed to the porject and each persons performance.
Develop a good team relationship with the group.
Employee survey at raise time.
Read to make sure your employees are performing lots of good people are looking for jobs.
Remove the elephand in the living room.
Yes.
One on one with non-productive employees.
Use positive correction action.
Hold under achievesrs accountable correcting action and if necessary terminate.
Quality assurance re-establish goals and expections on frequent basis.
The engaged one are.
Yes, to doing quality work but there is a lack of work. Definitely under capacity,
Need to weed out bad employees, give them their changes but soon you may have to sever the
cord.
Teamwork, helping each other during difficult and not difficult times.
You are going too fast for me to respond.
Talk with employees.
Increase morale.
Ensuring all are productive if not, starting corrective action process.
Reward quality ownership efficency.
Showcase quality employees good work.
Explain that theere are a lot of companies that can do our job. They hire us because of our
quality.
Employee surveys rated by their peers
Good attitude will get you good quality of work.
Reward positive performance hold all accountabe. Good or bad I'm a consistant fashion.
Need to be on top of correctins in making sure you don't have others that bring down the moral.

Everyone must be held accountable! Staff, supers, contractors etc.
Have staff member mentor or train other less committed employees.
Make sure standards are clear.
Help move staff forward with training and hold all staff accountable for there work.
Pride is emphasized and critiqued to ensure consistency.
Reward performance. Deep pressure on reflectin on department.
Employees need to be accountable to each other for quality
I encourage our employuees to take price in their jobs.
In your supervision meetings recognize quality of staffs work and comment.
At times we have had to sit down with employees to get a handle on the trade.
Enforce rules equally staff will obey a bad rule if all have to follow it.
Continuous quality review with customer service reviews.
Review work on a regular basis and build review into performance evals.
Find a way to measure accuracy and quality and deal with problems if they occur.
Lots of peer feedback to indiviuals who are not carrying their weight.
Don't ignore the slackers, write them up and move them out.
Create a team environment using peer pressure to get results.
Ask cusomers for feedback to make sure company is performing.
The hospital policies are being enforced. Staff have been terminated for violations.
Instill trust in anybody who is not working up to par. Hw will feel understood and likely
participate more.
Get rid of poor performers. Document, manage up your rockstars.
Communicate where there quality lacks provid solutions of trinaing, set time frames.
Follow up on specific jobs to check for quality.
Looing at performance.
Listen to concerns of employees about others.,
Everyone is to be treated equally same expectations, same results.
Good questions can this even be trained or do you have to have th ecommitment inherently.
Need to identify selected quality standards and hold people accountable to those standards with
real consequeces for not meeting those standards
Quality is a must. My staff are intelligent do high quality work.
If some of our people are not committed to quality work, weed them out.
Act on poor performers, show commitment to quality.
Communicat what others are up to so the team feels like a team.
Unrealisting deadlines are not allowed. Adequate investigation.
Everyone is all commited it’s a group of all stars.
Focus praise and positive attendtion on top performers.
Prevent, analyze, compare, discuss.
Do not have commitment at this time across the board.
At montly meeting show completins. This will show who is doing what they are told.
I focus on the positive reward for good behavior and ignore negative.
Working with safety connitte a safe workplace as a result of connittment to quality.
Team huddles and meetings what are they doing well, what needs improvement and what needs
quality inspections.
Make all accountable including management year and reviews with multiple input
regular, frequent, evaluations,. Keep talking take discipline seriously.
Continually interview new people - replace slackers
Go over the problems or issues as a group
Management in our orrg. Is encouraged and supported on staff being a team player and to be
committed.
Give an area of responsibility and show produtivity to all areas
Frequest "lessons learned" sessions where people can share: client/customer surveys, reviewed
corporately
Eliminate low performers, Encourage top performers
Make sure staff are on the bus. If not help them find other employment
Quality work, take action on employees who are not allowed to do good work
Allow for and expect quality work.
Hold all to consistent standards. Give staff opportunity to help define "Best Practices"
Ask them to keep current in today's technology, use of software, go to WMSHE meeting, attend
seminars WITH them
We have a QC process where employees work is checked before it goes out the door, by
someone which is not involved with the project (senior person)
Provide feedback that illustrates the impact of poor quality work to organizational
moral/attitudes, customer/client satisfaction and the bottom line/health of the organization
I must demonstrate quality in the work I do. Recognize and reward staff that show commitment
to quality
Commitment is seen in small groups and is obvious when NOT commited!
Positive reinforcement for good work not just punishment for bad work
People treated fairly work better together
Praise and reward quality work
Focus more on the "who" than the what. Et the right people on the bus.
Rigorous interview process… and vaporize those who are not committed
We know the value of what our Jobs are. We like to say "do the job as if your family member is in
the poor"
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Question 10. I have a best friend at work...
Set up social/fun programs sponsored by organization
Do things to connect with team: lunch, beers, sports, fishing, hunting
Provide opportunities for "off-stage" time - informal gatherings
Staff retreats
Try to create opportunities for social interaction retreats, outings (picnic, golf, bowling)
Have planned outings, mix up staff so they interact with those they do not work with regularly

Common interest bulletin boards so friendship based upon common interest can be developed

Ask someone about their day, and personal items. i.e. kids in sports, etc.
As needed - take the time to meet with individual employee(s) who are experiencing difficulty.
Listen. Be genuinely sympathetic. Help if possible. Show you care.
Have more company outings to develop relationships (if possible, on company time)
Depending on the size of the staff: Have a BBQ @ my house. Basically outside socializing as a
team.
Get staff together for personal problems at home and work to get people to talk.
We do pay checks and pancakes 1st pay day of the month! Managers cook pancakes and sausage
and HR hands out paychecks - staff have "free breakfast" get their pay check and socialize.

I have many good friends at work that do a great job.
Encourage participation in social activities - celebrate birthdays; participate in potlucks
Let them know that we are the ones left to pick up the pieces … its all up to us now! Pull
together!
My entire dept is like family - everyone cares and pitches in.
Have social events with employees
Just keep everybody equal in friendships
We have a BBQ on Wed. to provide training. Belong to the "Yes Network"
BBQ at the house. Pizzas at lunch. Beer once a month.
Go to any outside activity with employees, individually.
I have many friends that I work with. Their help is a great side benefit
Encourage after work gatherings for personal ideas
Staff at my work have known each other 20 years or more - they take care of each other
talk with staff on a daily bases to keep communication open
Need more social time to build relationships outside of work
Do not discourage socialization
Promote teamwork. Encourage helping each other as needed
Breakfasts. Go to lunch. Have short talk in the hallways
Have after work parties or get togethers
Allow a slight change in start time of shift s to allow carpooling. Many then develop friendships,
have a beer after work, etc.
Develop outside events creating a bond
Lunches together, off hour activities
Daily log of items and activities
group lunch every Friday
Encourage socializing and teamwork, make work fun and enjoyable, what a concept
have a get together after hours, cook out, sports, etc
"hunting" with each other helping others with projects
Don't push organized social aspeccts … Have key people establish one-on-one
Birthday Recognition on a weekly or monthly basis with treats - homemade
Go to hospital cafeteria and sit at lunch with people or 1 person that you normally would not sit
with. Strike up a conversation - get to know someone new and share a few stories - personal or
work-related
Don't cancel the picnic
Lunch
Take care of and coach your friends at work
Ask for continous input and get together to discuss things
No
Foster people helping people. Group functions and training
Provide share opportunities, hold topical discussions, invite guest speakers - gather into help
reduce stress
Think of ways to connect. Sports, social humor …
meet casually bi weekly. Brown bag
connect at breaks with different individuals. Plan after hour activities
Functions outside of work with staff. Grill outside with Staff
Listen - don’t hear. Our facility has a grill out about 5 times per year - hot dogs, burgers, steak and
chicken - I know this works
Conduct family news sharing. Coffee sessions
Bud Light Friday!
Going to lunch, company outings, playing golf, meet for breakfast, watch a ball game, humor,
converstaion at the water cooler or coffee
Have 'payday" lunches that encourages employees to go together
I encourage training to improve performance and value. Also, discuss individual personal
problems
Look for ways for people to get together if possible, inside or outside of work.
Find a social time during the day that could be during lunch and talk about what is happening and
going to happen. So they get a choice to talk to others
Get to know co-workers on a personal basis. Interact with them outside of the office on a person-
to-person basis NOT boss -to-worker
Don't just come by to ask for something - make a personal visit every oncee in a while
Have social functions
Have weekly/monthly lunches
Have department get togethers. Lunches after work do functions make your department feel
special
Yes, good relationships but do need to get together more often
Encourage friendships when and where possible
Have meetings each day and try to put input from everyone. Potlucks, Picnics
Allow some social interaction - by having informal gatherings
We have a monthly potluck or pizza lunch that is extended to all to relax. Also host card game on
Sat. Monday morning sports talk for 30 min.
Office pools - NCAA Tourney, Superbowl. Find employees' outside of work interests and bring that
into the work environment
Make plans as a group outside of work.
Hold offsite activities: softball, picnics, sport events
Encourage commodity. Pot lucks, Ask each colleague about special interest
Encourage and set up monthly events which encourage friendships, lunches, golf outings, etc.

Make an effort to socialize with our team! Keep having informal get together's etc
1. Show interest in other person 2. Ask about happiness 3. Tease and joke. Let them know you are
fond of them.
Communicate!
Teamwork within staff
We do treat staff as friends as well as workers
Social gatherings/afterwork invites. CARE
Once a week have a departmental lunch
Organize regular events outside of work.
Encourage conversation at breaks.
By giving them your time at least once a week
Try to do things outside of work to strengthen relationships. Have fun with employees outside of
work
Proved a space for people to take coffee break together. Schedule seasonal "social" functions at
work. ex. Potluck
Pot lucks. Birthday get togethers
Encourage social activities
Encourage out of office outings such as sponsoring teams or offering a monthly "celbration beer
night"
Open discussion - not necessarily work related
I make attempts to go to lunch, conduct monthly meetings to connect to each other.
Do fun things - picnic games at lunch, etc.
Age differences do not allow
Talking to staff on what is going well in their llives and what is not during these times.
Know that staff is a person not just a number. Talk about each other's hobbies, to show the
people side.
Morning impromptu meetings to ask questions and have coffee, show concern for personnel.

I don't have a good answer for this question
Acknowledge life accomplishments. B-days anniv. Kids, Grandkids, That may be in common with
others
No
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Question 11. In the last six months, someone at work has talked to me
about my progress...
Conduct peer-based reviews between those that interact with each other.
More 1 on 1 conversations less formal setting/atmosphere
Purposely ask staff to give the following at year beginning: 1) What have I done well 2) What can
I do better 3) What can I improve on. Review at 6 months and again at year end.
This would be your employee evaluation
Work with the staff. Talk to to them on a 1 on 1 basis
make time for feedback. Also as the boss, what can I do to help them.
I make it a point to tell people what I'm working on so they know what my priorities are!
Constant critique, correction, reinforcement, kudos are important. Pass along praise from those
above.
Talk to employees individually
Constant communication other than evaluations are very important.
Condsider staff stregnths - build them and use them
Evaluations
With each person look at where they have come from and where they are now
Need more scheduled dialogue
We have told our next group of leaders who they are, so they know they have a great future
with the company.
My immediate supervisor has evaluated my performance twice this year (all positive)
Make sure evaluations are performed regluarly and maeke sure people feel valued.
Hold regular progress meetings to show projects closing and success.
Goals, tasks, follow up informal discussion
Increase frequency of feedback
I try to pull my staff in my office on a regular basis. Check in, ask questions, keep up the good
work, what's going on outside of work?
Do informal evaluations in between formal yearly ones.
Take time to sit down and discuss
Try to write a thank you note to be sent to employee's home. Means more than just a verbal
thank you.
Annual, semi-annual, event monthly one on one meetings with supervisor, mangers …
Do evaluations on time!! Tell them positive and negative, be honest to all
Monthly progress meetings with employees
Tell them that we are fighting to the end
6 month review of dept. to discuss pros/cons of significant projects
stay in touch with people on projects
always give credit where credit is do
Talk to people on a regular basis. Thank them for what they do.
More reward. $
Do annual and 6 months evaluations. Make HR require this of all
Employee performance appraisals more frequently than once a year
semi annual performance reviews for star employees
President, Dept. Head, VP and charge of division and regional office manager --> all have found
opportunities to confirm that I have been valuable to the organization
Spot check work
E-vals, pre E-vals let them know how they are doing etc.
Monthly one on one meetings with staff to discuss issues and strategy
We have a monthly project review
Communicate weekly that staff are performing on a high level
Again - do the 6 month review and don't make the person write their own.
Ask staff about the projects they are working on and where they may need help with.
Talk to employees on progress, praise good
Be consistent
To do the best and keep our hosp at the top. Compliment our employees
Encourage open communication
Perform personal checks on employees work
It should be required always to give good and improvements
Weekly short meetings to keep employees informed. Make sure key people know they are key.

Make this a priority for each employee. Take the time to do it.
Talk to your best people so that they know they are valued.
Keep good records for employee projects
true evaluations
have job reviews
It makes people feel good about themselves when y ou tell them how much theyt have
porgressed
Schedule formal review processs and execute them
In a union shop management has a difficult time encouraging poor performers.
Talk about project. Best workers need to know stability - public praise
Peer reviews that have a progress date and grade QUARTERLY
Make time to draw best performers in to discuss…reassure
Provide feedback on what staff or member gets done
Make time to discuss monthly how each employee is doing, what they need to work on etc.

Provide semi annual INFORMAL review
Provide positive ongoing feedback (specific) to work being done
Very important to keep employees engaged
Evaluations that point out good/bad team building retreats
Our org. at least our dept. seem to lack in short review of staff. Tend to hold these issues up to
bring up once a year
Yes, quarterly we meet and review, and I do appreciate top performer but do need to thank in
writing
In addition to annual performance reviews, periodically provide feedback regarding employee
performance
Let employees know they are performing well and you are happy with their work.
Let staff know they are doing well. Talk to people who need assistance
Yes
Don't wait for the employee to come to me in my office. Make regular visits to them in their
office for brief input
Conduct timely performance reviews. 5 minute "one-on-one"
Provide upper management of these people and let staff know that you have present
information about these issue.
Ensure stability with individuals for job performance
meet monthly for one-on-one to discuss issues projects ways you can help
Yearly review. Weekly mtg. with my director. We pick on area to ask that manager how we are
doing. Ask the floor MGRs and they will tell you!
Talk to your best employees and bring them into your confidence - let your est know where they
stand.
Communicate
Reward your leaders. DO it in a matter that encourages under achievers to step up to the plate.
Give them something to strive for.
Recognize them with verbal praise, where good job done. Get "gas card" (small amount) to say
"thank you". We appreciate your hard work and effort
Schedule meetings but also make time for impromptu meetings
Performance reviews
Don't burn-out "go-to" guys. Let them informally lead by example
Let people know they are doing quality work and not worry about their job.
Yes, I concur often with fellow workers to discuss progress on our work.
Talk to staff regularly about what a good job they are doing.
Show trust by giving responsibility, allow the cream to rise to the top.
Tell them they are doing a great job.
Bi-annual reviews not just annual if at all. Need to communicate frustration before it boils over.

Approvals/Routine "Good Job"
We've implemented a "sit down" quarterly talk with each employee - focusing on strength of
each - designed for praising
Use informal performance evaluation to note progress
Managers must talk to staff about their proress on annual perormance regularly not just at end
of year - at min a mid year perf. review
Do this based on individual need. Some employees require more stroking than others
Weekly meeting with staff and boss to ensure all on same page
Make sure you conduct reviews and spend enough time to cover all areas of the business that
person is involved in
Find an employee who is DOING what they like and let them know how special their work is.
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Question 12. This last year, I have had opportunities at work to learn and
grow...
Provide education when and where possible
Learn/teach about their own special area of expertise. Share experiences
Have classes as much as possible or impromptu training
Lunch and learn. Yes network training
Bring in outside vendors on training. Help with staff development
push to get training opportunities. Lunch and Learn. Send STAFF to conferences instead of going
yourself.
Allow non-traditional vendors in to talk about their industry over lunches
Set up tele-conference, email list ect. With peers to share questions/answers
In-services sessions. Cross-train for better coverage. Ask what staff members need info on.
Ask what suggestion your staff can give for improving our quality of work.
Yes, our organization continues to train all staff on the latest tech standards and work procedures

Talk with other organizations to share information on how each takes care of different situation

Make use of vendor education opportunities. A lot of times this is free and in your complex.
Lunch and learns. Vendor in service training.
Ateend other depts. Staff meeting as a "mouse in the pocket". Take experience back to YOUR group

Lunch and learns.
We do have mentorship and encourage staff to further their skills
Each week after an experience let the people involved train on what happened and how to prevent
it.
Internal presentations and knowledge sharing
Have the opportunity but have not taken it
Help outside training
Make staff available to vendor training. Allow staff to attend conferences/offsite training
Have vendors do on site training hadns on if possible
My company has been very supportive on acquiring knowledge developers best practices
Budget each year for learning oppportunity. Bench mark other facilities
Sharing information
More gold outings
Thru seminars and product meetings
Look for webinars rather than sending staff to off-site classes
Provide opportunities for seminars, attend professional organization meetings, etc.
I get the opportunity to come to conferences like this as well as job shadow with others.
Our field is a constant challenge growth opportunities around and are shared with all.
Bring in outside vendors to do training sessions
Set up webinar sessions and trade contractor presentations
Get reps to sponsor speakers
Bring staff to other site to see process - share information about site visits
Internal sharing. Leverage association sharing. Bring speaker to staff.
Put people on "road trips"
Mini mtgs
Report back to group on seminars and high lights. Share info
Everyday, I grow with the company
If at all possible, find ways to provide ways of education and training
Bring people to the hospital for training
Monthly training topics. Get feedback on what staff wants to learn
Sharing and giving the opportunity to share experiences
Provide time for local networking
Ask staff for input - interact with other facilities
Take employees to regional meetings and conferences
Encourage participation in free seminars and "Lunch and Learns" This is free education and
Vendors/Contractors welcome the opportunity
Have lunch and learn with other local successful firms
Encourage employees to go to the numerous lunch and learns which one set up by vendors. Sharing
us their new products
Keep up our lunch and learns, for ALL of the different job descriptions
Online training and online meetings like the healthcare safety association
At staff meeting have at least one person report on learning opportunity they had a summarize

Share articles from professional publication and allow discussion about how that would work here

Develop a matrix of all staff and what they can learn. Schedule the time and make it a priority.

Encourage staff to share ideas they have encountered to better perform within the organization

Webcasts/online training. Encourage self learning. In-house training
Be aware of different types of training available. Ask and discuss what employees may be aware of in
their craft
Get with people from neighbor organizations to see how they do things - we may do differently

Ecourage staff to attend training/education sessions. If necessary, budget accordingly
Web seminars, vendors, in house training. Internal Fishbeck Tech Univ. vendor seminar. Self training.

We have information lunches. I.e. Is lunch and learn
Every job is cross trained
Reward good performance with attendance to these types of functions. Earn xx points to go to xx

Support personnel development
Hold regular staff meeting and encourage ALL to share successes and struggles
Look for low cost/do cost methods. Lunch/Learn. Org provides lunch staff provides time
I have had the oppt. To meet and ask what I can do.
Work has allowed me to go to seminars outside to company the company to learn. We also do
internally with brown bag lunch sessions
Funding was cut for travel but, local educational meetings are encouraged
Do everything possible to retain trainging budget. Bring in experts
Do some online training. Meet and Talk with other hospitals
Provide lunch and learn sessions. Encourage staff to seek out additional training and certifications

There are always opporutnity. Identifying areas of improvements are opportunities
Yes, it is important and I get many opportunities
Network with fellow professionals at professional functions
Perform "peer review" at different hospitals in the area
Bi-weekly lunch and learn session
In-house technical development seminars by "in-house"experts
Make learning a team effort, we have employees all participate in giving ongoing ed classes.
Bring in new ideas and opportunities to the group. Speakers, Conferences
Have cross training at company mtgs.
Take future classes
More networking
Yes
Start lunch and learn or breakfast and learn with helpful presentations
Bring as many vendors in for lunch and learn sessions. Most are happy to do this and they usually
buy the lunch
Invite vendors and suppliers to conduct lunch and learns at the worksite
Provide learning opportunities on a regular basis
Offer training
Bring in outside vendors, check on free training, in house training, share books. Etc
Encourage networking outside organization
Offer opportunities for varied work assignments

				
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