Individual Behaviors, Not Programs, Drive Patient Safety and the Patient Experience
If people can learn about their own tendencies in a non-threatening, positive manner, and be provided concrete examples of behavioral changes, they are receptive. We’ve seen this work in other industries and we know that isolated exercises using this approach have worked with physicians, nurses and front line staff. Download this whitepaper to learn how improving patient safety and patient experience starts with the individual.
Employed Physicians: New Expectations and a Recipe for Success
Perhaps no area has been so ignored in the push for healthcare reform, as the need to prepare physicians to succeed, not clinically, but to succeed in their careers in the face of great changes – and to succeed as partners in changing the way care is delivered. Download this whitepaper to learn what has changed for physicians and how they can succeed through the new changes.
Do Your Talent Strategies Support a Patient-Centered Culture? 4 Keys to Success
Patient-centered approaches have been shown to improve health status, patient compliance and outcomes, and even reduce the cost of care. Yet, not many hospitals would claim, at this point, that they are truly patient-centered. Learn how you can make your organization more "patient-centered."
Failure is Not an Option – A More Deliberate Approach to Healthcare Leader Selection and Development
The past decade has brought unprecedented changes to healthcare – changes that have accelerated in recent years. Systems are larger and more complex and more challenging to govern than other industries can possibly imagine. In many respects, the demands of leading a healthcare organization today have outpaced our ability to prepare and develop senior leaders ready to face these challenges.
Are Hospitals Really Serious About Patient Safety? 6 Things We Can Learn from Other Industries
With perhaps 40,000 Australian dying each year from preventable medical harm and errors, the question remains whether patient safety is really a priority in healthcare. While some hospitals are making great strides, there has been little overall improvement (6.3 percent) in hospital performance since 2012, according to the Leapfrog Group’s spring 2014 Hospital Safety Scores. Many industries, such as mining and manufacturing, involve inherently dangerous lines of work, but the best companies attack safety with a vengeance and nearly eliminate preventable errors and accidents.
Building Collaboration in Healthcare Senior Teams
How do you get a team of talented leaders to collaborate, to function as an effective team to solve complex problems? How do you do this in a manner that improves team function in a way that supports the organization’s strategic plan and goals? One important, often overlooked, approach is to focus on individual and group behavioral competencies that impact the team’s ability to function as a cohesive and effective group.
Front Line Staff, the Patient Experience and Your Bottom Line - Avoiding the "Cultural Hourglass"
Don’t neglect the group that has the most direct contact with patients and families. Service workers and front line staff have a significant impact on the patient experience, the bottom line and your culture. A more deliberate approach to finding, selecting and retaining people with the right behavioral make-up yields a healthy return on investment. This paper examines the failures of the “traditional” approach to these job categories, a four step new approach, and a unique challenge with the people that manage these employees – the “cultural hourglass.”
Becker's Hospital Review: Do Checklists Work in Healthcare? Patient Safety, Behaviors and Organizational Culture
This paper explores the role of behaviors and culture in the effectiveness of surgical checklists. It incorporates the message from an event at Rice University's Graduate School of Business, featuring Michael Hoseus, Co-author of the best-selling Toyota Culture: Heart and Soul of the Toyota Way, and Dr. Michael Rose, a recognized leader in patient safety. Their conclusion? Process is only half the equation.
Becker's Hospital Review: Healthcare Emotional Intelligence
There is a growing interest in healthcare, in the role of Emotional Intelligence (EQ) - a set of behavioral competencies which impact performance. There is also a growing body of evidence that individual behaviors, including EQ, influence patient outcomes and organizational success. This document, published by Becker's Hospital Review, examines how Emotional Intelligence applies to healthcare and how it can be used to improve performance.
The New Physician Workforce: 3 Steps to Ensure Alignment, Performance & Career Satisfaction
The business of medicine, the relationship between physicians and hospitals, and the demands on physicians are changing at an unprecedented rate. But the ways that we educate, select, integrate and develop physicians haven't evolved. The costly result is high physician turnover, increases in disruptive behavior, and a shortage of skilled physician leaders. In this whitepaper, we discuss an approach that addresses these issues and outlines 3 simple steps to achieve successful physician alignment.
Three Selection Strategies that Reduce Nursing Turnover
Nursing is the largest single component of the hospital workforce. Nothing has a greater impact on hospital culture and success than the quality of nursing leadership and the front line care providers. Nursing's role is actually set to expand and more will be expected as we continue into the era of healthcare reform. But how can we meet these challenges just as first-year turnover is increasing, with 22% of new nurses leaving after the first year?
Becker's Hospital Review: Talent Wins: 6 Ways to Ensure You Have the Team to Succeed
All hospital leaders face the same pressures and challenges: reduce costs, standardize practices, risk sharing, consolidation, information technology implementation, physician integration and the need to provide "value" to the healthcare consumer. So why do some hospitals succeed while others fail? The relevant variable is talent. Download this summary to learn the 6 factors to help your healthcare organization succeed by selecting top talent.
How Culture Drives Hospital Outcomes
Hospitals are required to improve the quality - while reducing the cost - of care. Some are struggling with how to drive real change - to create a culture that positively impacts outcomes. This whitepaper discusses how healthcare organizations can use cultural change to improve patient satisfaction and clinical outcomes.
Applying the Science of Selection to Hiring in Healthcare
Applying a selection system to your organization can be a daunting task. This whitepaper breaks down selection systems into their main components and provides a pathway to navigate the process of applying a legally defensible approach to your healthcare organization.
Developing a Hospital-Wide Behavioral Competency Model
Healthcare organizations are tasked with providing patient-centered, high-quality, low-cost care. Despite all this effort and investment, many still struggle to achieve their goals. The real difference maker is talent. This whitepaper discusses the challenge of linking a hospital's vision and standards of excellence with actionable competencies that form the foundation of HR systems. Download the whitepaper now to learn how a hospital-wide behavioral competency model can significantly benefit your healthcare organization.
Front Line Healthcare Managers – New Expectations
In many healthcare organizations the front line and mid-level managers are chosen with a traditional healthcare culture and management model in mind. Healthcare organizations are facing unprecedented challenges. Senior leaders need, at a minimum, managers who can actually manage, and need to provide them the tools to be effective. Download this whitepaper to learn how to select and develop managers to fit the new expectations within healthcare.
Lean in Healthcare
Every hospital is striving to improve quality and reduce costs. Many are adopting processes and tools from other industries, like Lean or Six Sigma. Most, however, are realizing only moderate success because physicians, nurses and hospital staff struggle with embracing change.
Long-Term Care Talent Strategies
By the year 2030, the U.S. population will include 71 million people over the age of 65. Even in a difficult economy, long-term care providers continue to renovate and build new facilities to meet the increased demand for services. Competition among providers is stiff and there is increased scrutiny on the quality of care being provided. Learn how Select International's solutions can help you win the war for talent.
Physician Employment Model: 9 Keys to Success
Nearly every hospital is building a network of employed specialty physicians or is seriously considering it. There is no guarantee, however, that the strategy will be successful for the hospital or for the physicians. As you move down this path, consider these nine important points.
Transformation of the Healthcare Workforce
Hospitals and healthcare professionals have entered a new era of increasing pressure to fundamentally change the way that care is delivered. There is a consensus that the system must begin to deliver “value” but organizations are struggling with the cultural change required to meet this challenge. Many are adopting processes and tools from other industries but are realizing only moderate success because, quite often, physicians, nurses and hospital staff do not have the personal competency characteristics essential for embracing change, and working in a collaborative and continuous improvement environment.
Healthcare organizations are making significant investments in continuous improvement models, but the highest levels of success will not be realized until selection, promotion and performance management systems target those who will thrive in a value‐driven healthcare environment. Therefore, the first logical step in any continuous improvement initiative is to identify the talent competencies required for future success and begin making selection decisions that will support the new work culture.