Fos­ter­ing a place where em­ploy­ees can ex­cel

Modern Healthcare - - BEST PLACES TO WORK - Mer­rill Goozner Ed­i­tor Mod­ern Health­care

Health­care is a ser­vice in­dus­try. As in ev­ery ser­vice in­dus­try, whether or­ga­ni­za­tions suc­ceed or fail de­pends almost en­tirely on the qual­ity and per­for­mance of its staff.

In health­care, that in­cludes ev­ery­one from the ad­min­is­tra­tors in the C-suite to the doc­tors, nurses, home health aides, coders and in­surance claims pro­ces­sors that do the hands-on work of help­ing sick peo­ple get well. The only way to main­tain high-qual­ity ser­vice in health­care is to cre­ate a work­place en­vi­ron­ment where em­ploy­ees are trusted and val­ued, where com­mu­ni­ca­tions is con­stant and clear, and morale is high. That’s a tall or­der in an in­dus­try that is rapidly chang­ing and un­der in­tense fi­nan­cial pres­sure. Yet some or­ga­ni­za­tions man­age year after year to make it onto Mod­ern Health­care’s 100 Best Places to Work list. This year, there are only 30 first-time win­ners. Fully 56 of the health­care es­tab­lish­ments on the list have been there three or more times in the seven years Mod­ern Health­care has run the pro­gram.

Two hos­pi­tals have made the list ev­ery time: Texas Health Har­ris Methodist Hos­pi­tal in South­lake and Woman’s Hos­pi­tal in Ba­ton Rouge, La. “To­day’s health­care em­ploy­ers can’t rely on the old sat­is­fiers, like com­pen­sa­tion and ben­e­fits, to drive en­gage­ment,” Donna Bodin, vice pres­i­dent of em­ployee and well­ness ser­vices at Woman’s Hos­pi­tal, told Mod­ern Health­care. Em­ploy­ees need to un­der­stand the strate­gic di­rec­tion and have a voice, she said.

The com­pe­ti­tion was fairly stiff this year as it has been in years past. Two-hun­dred sev­enty-one or­ga­ni­za­tions en­tered the com­pe­ti­tion, with nom­i­na­tions ac­cepted from Feb. 24 through May 30.

We deeply ap­pre­ci­ate our col­lab­o­ra­tion with the Best Com­pa­nies Group. Their process is trans­par­ent. They first survey those em­ploy­ers about their company poli­cies and prac­tices, their ben­e­fits and the de­mo­graph­ics of their work­force.

Then, the firms’ em­ploy­ees are given an in-depth ques­tion­naire. The Best Com­pa­nies Group uses the an­swers to an­a­lyze their lead­er­ship, cul­ture, work­ing en­vi­ron­ment, train­ing and other fac­tors. Em­ploy­ees are also asked to judge their over­all sat­is­fac­tion with their work­place.

Ev­ery strat­egy em­ployed by the Best Places to Work win­ners is dif­fer­ent. St. Martin Hos­pi­tal in Breaux Bridge, La., em­pha­sizes mu­tual re­spect among its 125 em­ploy­ees. They be­lieve that an­nual com­mit­ment to re­spect and support one another cre­ates a cul­ture of com­pe­tence and a happy work­place. The 2,400 em­ploy­ees at the Ad­vi­sory Board Co. are given 10 paid hours to vol­un­teer at lo­cal or­ga­ni­za­tions. That builds morale, its lead­ers say, by al­low­ing em­ploy­ees to do for their own com­mu­ni­ties what they do for their health­care part­ners.

I en­cour­age you to read all the pro­files in this spe­cial sup­ple­ment. There are a lot of lessons to be learned from the Best Places to Work in Health­care

Newspapers in English

Newspapers from USA

© PressReader. All rights reserved.