Posted September 26, 2017
Quality Impact Teams (QITs), reward high performers, build excitement around organizational goals and accelerate cultural transformation. Learn which of the 11 types of QITs are most important and why.
Posted May 22, 2017
St. David’s Georgetown had a problem with high turnover for new employees. By implementing and hardwiring Studer Group’s peer interviewing practice, they reduced their turnover rates from more than 20 percent to less than 10 percent.
Posted August 12, 2016
Chances are, you have already incorporated Advanced Practice Providers (APPs) into your healthcare team or you soon will. The prevalence of APPs is growing as an already over-burdened and under-supplied healthcare system navigates a rapidly expanding Medicare-eligible baby boomer population and the impact of the Affordable Care Act (ACA). This increased demand for services, coupled with an aging physician workforce, has resulted in an additional strain on resources and in challenges getting access to care.
Posted June 03, 2016
In this two-part insight on leadership, we’ll look at a study that was done in 2015 by the Gallup organization that defines four behaviors that great leaders possess. This first insight will delve into the actual behavioral characteristics.
Posted September 23, 2014
Bullying is not limited to the playground days of our youth. The same behaviors can be found in our healthcare departments, nursing units and surgery suites today. Knowing how to use Studer Group’s three models for having difficult conversations successfully can help stop these bullies even if the intimidation has gone on for years. Training our leaders and staff on how to put a stop to this bullying can reduce employee turnover, increase employee satisfaction and ensure the organization’s Standards of Behavior are followed and respected by all staff.
Posted January 23, 2013
Our research tells us that those organizations that truly live their standards of behavior every day achieve better results. The senior leaders, managers, and directors (and, ideally, all staff) understand and use the standards of behavior in everyday conversation. It becomes a part of their language so much so that they don’t even realize they are using those words or practicing those behaviors.
Posted June 15, 2011
Have you ever wondered why it is so hard to make a new behavior or process stick? Whether we are changing our own behavior or that of dozens of employees, hardwiring a new behavior is very difficult. What if there was a diagnostic tool or assessment that could help you diagnose why a process has not been hardwired? Would you use it?