Beliefs and mindsets drive actions and outcomes. At face value, this may seem basic; however, in healthcare we often spend time naming the desired outcomes and creating lists of actions to achieve them without regard for employees’ beliefs and mindsets. This negatively impacts engagement and ultimately the patient experience. Recent studies in health care indicate that managers can improve patient care experiences by improving employee satisfaction and retention. Research conducted documents how hospitals with higher levels of staff engagement provide higher-quality services and have better financial performance.
When hospitals create an engaging and high-performance-oriented work experience, they not only improve patient satisfaction, but also quality of care outcomes. Both are core criteria in meeting incentive goals under value-based purchasing. So, what can the industry do to raise employee engagement and lay the groundwork for its own service-value chain? First, hospitals need to accurately diagnose the issues through research techniques that measure levels of engagement and identify the specific drivers that affect those levels for different groups within the system. Second, they need to translate those drivers into a set of actions and behaviors that are realistic, meaningful and sustainable.
The importance of effective healthcare leadership is difficult to overestimate as leadership not only improves major clinical outcomes in patients, but also improves provider well-being by promoting workplace engagement and reducing burnout.
Leadership development is top of mind for healthcare talent management professionals in 2019, and for good reason: vacancies are far outpacing the number of qualified candidates ready to take on these roles. While 89 percent of organizations cite retention as one of their key strategic imperatives, only 36 percent say they have a formal retention strategy in place.
While improving their technology, creating partnerships across the care continuum, and building Accountable Care Organizations are important pieces of the care-transformation puzzle, administrators can’t forget that patient care is delivered by their employees. Engaging those employees around the behaviors and skills that drive clinical excellence and a positive patient experience is going to be a key factor in determining whether a hospital thrives – or even survives – in this environment.
TMA’s 9th Annual People in Healthcare Summit will discuss best practices in talent development and engagement that can significantly improve performance and efficiency in healthcare. Join our expert speaking faculty as they discuss:
- Leadership competencies that are needed to drive healthcare transformation
- Nurse retention strategies
- Measuring and monitoring engagement levels
- Implementing micro-learning
- Improving recruiting effectiveness and the candidate experience
- Developing physician and nurse leaders
- Identifying and overcoming unconscious bias
- Chief Medical Officers
- Chief Nursing Officers
- CHROs and VPs of HR
- VPs and Directors of Talent Acquisition and Recruitment
- Heads of Learning, OD and Talent Management and Diversity