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| MESSAGE FROM QUINT |
PURPOSE. WORTHWHILE WORK.
MAKING A DIFFERENCE.
I often hear Studer Group coach Barbara Hotko (author of "Rounding for Outcomes,") describe the Healthcare Flywheel as similar to how the flywheel on a steam engine drives a train. She says,"When you listen to the sound of the engine, you can hear the push that starts the engine. Then as the engine moves, the train gains momentum, until the momentum is so great, it's difficult to stop. Some say it takes eight miles for a locomotive to stop."
 Read Quint's Full Message
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| IN THIS ISSUE... |
ROUNDING FOR OUTCOMES:
How to Increase Employee Retention and Drive Higher Patient Satisfaction
WHEN ROUNDING IS HARDWIRED:
Delnor Community Hospital
Q&A:
Maximizing the Power of Thank You Notes
TURNING THE FLYWHEEL:
Studer Group Announces New Research Institute
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| ROUNDING FOR OUTCOMES: |
How to Increase Employee Retention and Drive Higher Patient Satisfaction
By Barbara Hotko, R.N., M.P.A., Studer Group Coach
When I recently asked a room full of health care employees, "How many of you who have left an organization did so because of your supervisor?," the majority of them raised their hands. This is very typical.
Most employees don't leave an organization because of pay or benefits—or even because they want to leave the health care industry. The number one reason they leave—39% of employees1— is because they have a poor relationship with their supervisor. What staff want in a leader is approachability; to work "shoulder to shoulder"; tools and equipment to do their jobs well; appreciation; efficient systems; and opportunities for professional development.
These desires are highly correlated to the 12 questions developed by the Gallup Organization in its 1998 landmark study of 80,000 managers to determine drivers for productivity, profitability, employee retention and customer satisfaction.2
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| WHEN ROUNDING IS HARDWIRED: |
Delnor Community Hospital
"When we first started rounding in 1999, we didn't see results," explains Linda Deering, Vice President and CNO at Delnor-Community Hospital, Geneva, IL. "But we were rounding on patients, instead of employees. Five years ago, we didn't understand that rounding on employees is Job One. You have to address employee needs first to raise patient satisfaction." Read Full Article
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| HIGH EMPLOYEE TURNOVERS CORRELATED TO HIGHER COSTS PER DISCHARGE |
High turnover is also associated with higher costs per discharge. According to a report by the Voluntary Hospitals of America ("The Business Case for Workforce Stability" April 2002), organizations with turnover rates 21% or higher (high turnover organizations) had a 36% higher cost per discharge rate than hospitals with a turnover rate 12% or below (low turnover organizations). Low turnover leads to higher profitability. In fact, low turnover organizations averaged a 23% return on assets compared to a 17% return for high turnover organizations.
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| Q&A: |
Maximizing the Power of Thank You Notes
By Laura Stavrenos with Lucy Crouch, R.N. , Studer Group Coach
Do thank you notes really increase employee loyalty and satisfaction? Hardwired Results asked Studer Group coach Lucy Crouch to share her perspective on why they work, what gets in the way of sending them, and why they matter so much to employees.... Read Full Article
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| TURNING THE FLYWHEEL: |
Studer Group Announces New Research Institute Studer Group is pleased to announce its new research institute. Over the past five years, at hundreds of organizations across the country, Studer Group has been both introducing and harvesting tools and techniques that improve service and operational results. Read Full Article
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