The Secret: A CEOs Perspective on Human Resources

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The SecretA CEOs Perspective on Human
Resources
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• You can take all my money
• You can take all my buildings
• You can take all my supplies
• But if you leave me my people I can rebuild an
  empire
• Andrew Carnegie

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Who Are We!

• 8,200 Employees
• 1,200 Volunteers
• Multiple Medical School Affiliations
• Allopathic and Osteopathic
• College of Medical Arts

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Our Facilities

• 51 area locations including six hospitals
• Charles F. Kettering Memorial Hospital
• Sycamore Hospital
• Grandview Hospital Medical Center
• Southview Hospital
• Kettering Hospital Youth Services
• Greene Memorial Hospital
• Kettering College of Medical Arts

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Quality Recognition
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Dayton Business Journal

• Kettering Health Network
• Named one of the 2007 Best Places to Work in
  southwestern Ohio!
• Over 700 staff at random who participated in
  confidential Dayton Business Journal online
  survey.
• Responses to questions regarding team
  effectiveness, people practices, and trust
• Thank you to all staff who make Kettering Health
  Network a great place to work!

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• Where does it all begin!

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Kettering Health NetworkMission Statement

• The Kettering Health Network mission is to
  improve the quality of life of the people in the
  communities we serve.

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Vision To be recognized as the leader in
transforming the healthcare experience. Mission
Improve the quality of life of the people in the
communities we serve.
Culture of translational research and innovation
Best workplace for staff, physicians, students
and volunteers
Efficient, Accessible and Appropriate Patient Care
Quality, Safe Care with high patient satisfaction
Leadership and Financial support to the Arts,
Human Services and Economic Development
Values Trustworthy, Innovative, Caring,
Competent and Collaborative
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• Not Just Work Sacred Work Faith Based
• Blessing of the Hands

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Adopt A Family
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Strategic Infrastructure
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Cascade Process

• Strategic Plan
• KRA
• Executives
• Director
• Manager
• Department Action Plans
• Employee Teams

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Board
Network Goals
Organization Goals
Executive Goals
Director/Dept Goals
Manager Goals
Employee Goals
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• Levels of Employee Commitment

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Employee Commitment Levels

• Satisfied
• Contentment, enjoyment, needs met
• Loyal
• Faithful, allegiance
• Engaged
• Committed, supportive, involved

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1) Satisfied Employee

• Happy
• Content
• Needs Met
• But
• Needs may not align with organization
• Content but not meeting work obligations
• Happy but not fully productive

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2) Loyal Employee

• Faithful
• Allegiance
• But
• Faithful come to work every day, but perhaps
  80 productive
• Loyal but burned out
• Would refer a friend

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3) Engaged Employee

• Committed
• Supportive
• Involved
• And
• Committed to give the extra effort
• Supportive and buys into the organization
• Involved to be on teams

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Employee Engagement

• What Does this Mean

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Employee Engagement

• Ever Evolving Transformational Relationship
• Higher Customer Satisfaction
• Lower Turnover
• Higher Productivity
• Better Business Performance
• Financial Returns

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Satisfaction Analysis
Breakdown of Respondents by Satisfaction Level N
1,560 Survey Pool Nurses, Techs Pharmacists
Only 3.1 of Respondents are engaged but not
loyal.
Source 2006 The Advisory Board Company, HR
Investment Center 2004 Conjoint Study, HR
Investment Center Analysis
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• Road to Employee Engagement

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KHN Employee Engagement Strategy

• Hearts hands
• Workforce acting like owners vs. renters
• Intellectual understanding emotional
  commitment
• Commitment to Care

1. Define engagement Articulating the
organizations broad concept of engagement
?

• Trustworthy
• Mission driven

• Productivity
• Participating
• Enhancing faith based cultures

• Innovation
• Customer service
• Market knowledge
• Technical competence

2. Clarify goals Specifying your principal areas
of focus the broad objectives you want to meet
?

• Each work team to look at ways to eliminate costs
  once a month
• Employees refer 20 of customers to other goods
  and services

• Employees have a clear understanding of their
  units performance goals and KRAs
• Workforce advocate the KHN as a great place to
  work to new hires and friends and family

3. Qualify outcomes Specifying what this will
practically look like in a day-to-day setting
?
4. Determine drivers Identifying the principal
factors that will most affect the above outcomes
Your key areas of focus
?

• Senior leadership
• Work-life balance
• Business literacy
• Reward recognition
• Training development

• Compensation benefits
• Supervisors
• Work environment
• Participation

5. Measure Determining how effectively these
drivers are Affecting these outcomes
?
?

• (A) Tools
• Employee survey
• Leadership survey
• Production targets
• Focus groups
• Benchmarking
• GPTW listing

• (B) Measures
• 5 increase on I am able to act on the
  opportunities I see
• Getting into the top 20 Great Places to Work

6. Act Implementing programs and strategies as a
result of this measurement
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Employee EngagementConnecting with Employees

• Create Meaning
• Emphasize the Dream
• Higher purpose
• Impact of the Role
• Build Trust and Confidence
• Be Open, Authentic, and Genuine
• Create Connections
• Have Fun!
• Recognize Your Employees
• Show Individual Appreciation
• PeopleMetrics

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• The Pact

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Employee Value Proposition

• Be distinct from institutions mission
• Side-step institutions market weaknesses
• Capitalize on institutions current competitive
  advantages
• Support organization-wide strategic objectives
• Articulate something desired employees personally
  value
• Catalyze senior leadership
• Exceed the B-grade threshold
• Favor ease of follow-through over uniqueness

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Kettering Health Network Employee Value
Proposition

• Every Employee, Every Day Creates a Lasting,
  Caring Experience.

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• KHN Connecting with Employees

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Connect to the Employee

• Employee Surveys
• Employee Teams
• Quarterly Town Hall Meetings
• CEO monthly report
• CEO Quarterly KRA video update
• Monthly Staff Meeting Template
• Rewards and Recognition
• Excellence for Life Bulletin Boards
• Rounding and Thank You Notes

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Recognition/Reward Levels
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Celebrations
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Employee Teams

• Communication
• Rewards and Recognition
• Employee Opinion Survey
• Nurse Advisory
• Employer of Choice
• Patient Satisfaction
• Ethics Committee
• Diversity Council
• Magnet

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Special Events
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Reward and Recognition

• Community Service Award
• High Achieving Teams
• Employee of Month
• Spot Rewards
• Party in a Bag
• Bright Ideas
• Presidents Award of Excellence
• Golden Turtle Award

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• Employee of the Month Award

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Outcomes
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Quality
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Recommend Employment
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My Job Contributes to Mission
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Summary

• Critical Components
• Mission, vision and values lived each day by all
  employees
• Strategy and implementation continually driven
  through the organization with systematic
  communication methods
• Assess and appropriately measure Key Result Areas
  (KRAs)

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Summary

• Critical Components (continued)
• Employee involvement in process
• Communicate, communicate, communicate
• Tools provided to assist implementation
• Continuous follow-up to inform all employees of
  actions towards goals/needs
• Celebrate, recognize, reward milestones and
  accomplishments

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Conclusion

• The Impact of Engaging Employees to the Mission
  and Strategic Process Results in
• Enhanced Employee Engagement
• Increased Employee Retention
• Higher Customer Satisfaction
• Increased Market Share
• Bottom Line Savings

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• You can take all my money
• You can take all my buildings
• You can take all my supplies
• But if you leave me my people I can rebuild an
  empire
• Andrew Carnegie

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Legacy Video