The Buy-In Factor
Move Employee Behavior to Drive Consistency, Accountability, and Culture Change
with David Callecod, CEO, Lafayette General Health System, Lafayette, LA
"Employee engagement translates directly to inpatient satisfaction and strong financial performance," explains David Callecod, CEO of Lafayette General Health System, a five-hospital health system based in Lafayette, LA. The facts: Lafayette increased overall employee satisfaction from the 38th to 85th percentile. During the same period, inpatient satisfaction rose from the 38th to the 99th percentile, with an 82 percent increase in net revenue.
When asked "Are values evident in our practices at the hospital?" Lafayette ranked in the 43rd percentile in 2009 but jumped to the 94th by 2013. Why? "We hardwired a culture of engagement hospital wide," says Callecod. "There's nothing soft about reducing turnover or errors, taking better of care of patients, and increasing profitability. Staff engagement must be high on the priority list."
Here's how to do it:
Insist on "no excuses" standards of behavior. "Individuals in the best organizations live and breathe the standards in their jobs each day…through the interview process, onboarding, orientation, how they write a thankyou note, and discipline and coach someone," he adds. At Lafayette, standards were first developed by a staff level team, and then promoted with hospital wide banners featuring actual high-performing employees.
When did Callecod know standards were hardwired? "We have a standard to make eye contact and smile within 10 feet of an individual and speak within five feet," he explains. "A Board member came to my office one day and wanted to know what was going on in the hospital since 20 people had greeted him on his way to Administration!"
Validate effective use of the monthly meeting model. Studer Group's monthly meeting model uses a standardized agenda for one-on-one supervisory meetings between leaders and those to whom they report to ensure progress toward goals and identify actions, resources, and needed assistance to meet those goals. While Lafayette had trained all leaders on how to use the model, a verification process uncovered significant variance on how monthly meetings were being conducted.
For example, one director was completing the action items on the agenda for her manager (direct report) prior to the meeting, essentially taking on the employee's responsibility. To ensure better employee buy-in to the process, Lafayette now requires all staff to complete the agenda prior to the meeting or reschedule if not prepared.
Tell your stories! What systems and opportunities do you use to harvest and share stories about purpose, worthwhile work, and making a difference? Since staff are on the floor with patients, always ask, "What went well today?" when rounding. Then follow through by thanking that nurse or housekeeper and watch momentum for engagement build.
At Lafayette, every board meeting opens with a story about an employee who has demonstrated the culture of excellence in an exceptional way. Who are the storytellers in your organization? Ask them to share stories with your board, community, and most importantly, employees at employee forums.
"Imagine a culture where you and your employees feel valued and appreciated every single day at work…where you truly achieve your vision to live your mission," suggests Callecod. "You have the power to create that today."
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