Archive for the ‘Talent Management’ Category

We held a grill day at the Greeley Medical Clinic on Friday…just as fun as the rest throughout PVHS where members of the Senior Management Team serve lunches to employees.  We are so thrilled to have GMC as  part of the PVHS team.

Greeley Medical Clinic Grill Day

I am always impressed with the staff members of GMC. During the last year they have had a lot of outside pressure and watched services and other important influences in the Greeley community impacted. GMC employees have remained resilient and positive at every turn.  All of Weld County and PVHS owes a great debt of gratitude to the physicians and staff at GMC.

To the GMC staff: I hope you liked the burgers at Grill Day! Thanks for all the great work you do to care for patients in Greeley and surrounding areas!:)

Greeley Medical Clinic Grill Day


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PVHS is thrilled to be listed again this year as one of the Top 100 places to work in healthcare.  I often get asked what makes working at PVHS better than employment at other organizations.

There are lots of reasons, but none better than our grill days.

The grill days started out as times when members of our Senior Management Team would come in and grill burgers for employees.  It was a great opportunity to talk to employees, find out if we were meeting their needs, and make sure this was the best job they had every had!

George Hayes and Team!!

Over time…in the spirit of continual improvement…we started to let the professionals cook, and we just served!  Everyone was happier…and we still got a chance to interact and make sure we were doing everything we could to provide the best place to work.

MCR Employees at Grill Day

Our most recent grill days were September 15 at Medical Center of the Rockies and September 16 at the Greeley Medical Clinic…and a great time was had by all!

We always hold Grill Days at multiple sites throughout PVHS so we can reach as many staff members as possible. We’re looking forward to our next grill days: September 23 at the PVHS Harmony Campus and September 30 at Poudre Valley Hospital.

Grill Day Bingo!!

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I tell each new employee at PVHS that this needs to be the single best job they have ever had.  The reason, of course, is because we expect that they will give the best service our customers have ever had, so it only seems fair that I do may part first by making this their best job ever.

To make sure that happens, our innovative Human Resources Department (thanks Jennifer and Shawn) has developed a monthly publication called “Engaging Employees: Strategies and Stories from the Frontline.”  This is one of a number of great things several people do to help us provide a good workplace, and I wanted to share the March 2011 edition.  So…here it is.  In a few posts I’ll share with you our employee turnover rate and let you determine if we are making good on my promise to employees.  Here is March edition (thanks to Karen Martin at Medical Center of the Rockies for her great leadership here):

Best Practices from MCR Perioperative Services

While there is no secret formula to engage and motivate employees, the approach being used by Karen Martin, MCR Perioperative Services, is working in their corner of the world. She uses a quasi-servant leadership method – which she refers to as a collaborative leadership style. This approach includes knowing the people you work with as the foundation to building a top-notch team.

There are four major areas in this collaborative approach to engaging employees highlighted below:

1. Approach problem-solving in a collaborative manner:

  • Leaders in the MCR Perioperative area work with employees to find solutions to problems, asking for their input, understanding perspectives shared;
  • Keeping them updated on the solution or the status;
  • The goal is to understand what is working well for staff and what could be working better – armed with this information, these leaders can make employees’ jobs as easy and satisfying as possible;
  • Demonstrate humility in the process, including owning and learning from mistakes;
  • Continuously learning and growing—status quo is never okay.

2. Communicate often and openly:

  • Communication with staff is the top priority for this leadership group, with a focus on listening and responding;
  • They are as transparent as possible, sharing yearly department goals (which were developed with staff input), financial updates, Avatar scores, and key strategic information;
  • An email jam-packed with miscellaneous updates goes out to all staff 1-2 times a month;
  • Purposeful and frequent rounding is the routine.

3. Show appreciation regularly:

  • Say thank you to employees regularly;
  • Use the R&R program;
  • Recognize accomplishments in team meetings;
  • Say thank you, again!

4. Lead through change effectively:

  • Changes present many challenges; strong, collaborative leadership helps others navigate change with minimal issues;
  • It is important for leaders to by physically present during change to gain input, build trust, and facilitate understanding.

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On Thursday night this week I had the great pleasure of giving the keynote address at the Lincoln Foundation for Performance Excellence at their annual awards dinner in Naperville, Illinois. What a fabulous group they have there under the leadership of Paul Kuchuris, the longtime CEO. The group was of course lead by Illinois’ own Advocate Good Samaritan Hospital in Downer’s Grove, one of this year’s Baldrige National Quality Award winners.  What an impressive organization with impressive leadership. Congratulations! I was sad to learn that Paul will be retiring in a few months.  He will leave a great void as he has distinguished the Illinois State Quality Program in the entire country.

I left those in attendence with basically three thoughts for success:

1) Engage your employees, and be able to prove with data that you have an engaged workforce.

2)  Hardwire your strategy process so that it can be duplicated and improved every year, even if the CEO leaves.  The process simply can’t be dependent on any one person (Thanks to Quint Studer for teaching this better than anyone else!).

3) Don’t rest without results. In the end, it is all about getting better, so measure, measure and measure some more until you can demonstrate that your results are world-class.

Thanks to the good people at The Lincoln Foundation for having me.  It was a very engaging night.


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In the process of receiving the Malcolm Baldrige National Quality Award, the Poudre Valley Health System learned as much as we could from organizations across the country. Our goal has always been to find the best in the country and duplicate that. From Baptist Hospital in Pensacola, Fla., we found an innovative leadership training tool where all leaders across the organization come together quarterly to emphasize the strategic objectives of the organization and how each leader can play a role in deploying that strategy through the organization. It has been a very effective tool for us. A few days ago we had the fall 2010 Learn and Lead program, and some of the information was so fascinating that I wanted to share it with you here.

Leadership training in PVHS

Leadership training at PVHS

The first presentation was from Dr. Cynthia (Lee) Goacher. Dr. Goacher is the medical director at our Loveland Urgent Care facility, and was recently tasked with developing quality and measurement standards at urgent care facilities throughout Poudre Valley Health System.

Highway 287 and Grant Avenue, Loveland

PVHS Loveland Urgent Care

In her own words, this is how she developed this program:

What I found after hours of research is that very few standards exist for urgent care and only a handful of centers are credentialed by any organization. I was delighted when the core competencies were established (November 2009), but disappointed in the format originally presented (eight DVDs in lecture format). As mentioned, I completed a usable book that contains the core competencies with resources included. In addition, the medical director has a checklist on each of these competencies so every provider will be proficient in these areas before starting in an urgent care center.

Dr. Goacher presenting her standard practice protocols

So, after all of her work, Dr. Goacher now has a reference to ensure standardized care across the system, which means that anyone coming into a PVHS urgent care center will get the same great care from one place to the next. This is just a small example of the amazing people we have who are willing to spend hours and hours ensuring the best care for our patients. Thanks Dr. Goacher!


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Last week I ran a summary of PVHS being the ONLY Colorado Health System or hospital to be recognized by Modern Healthcare Magazine as a top 100 employer.  Some people have asked me why that was important?  Look at these numbers:

692 – Number of new positions hired at PVHS in 2009

37,782 – Number of applicants for those positions in 2009

552 – Number of new positions hired year-to-date 2010

30,111 – Number of applications for those 2010 positions

So, when I say we have the best employees in the country, I’m really very serious.  For every position we post, we have, on average, 54.54 applications for that position.  That allows us to make sure that only the best people work for PVHS.  So…if you are one of those…YOU ROCK!:)

One more number:

The blog hit 50,000 hits just a few days ago.  A major milestone!!  Thanks to all of you who are reading and commenting. 


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We learned this week that Modern Healthcare had for the third consecutive year name Poudre Valley Health System as one of the 100 Best Places in Healthcare to work in the United States.  PVHS has been on the list each of the three years Modern Healthcare has published it. Very cool!  This is important to us because happy employees make long-term employees, and long-term employees provide the highest quality care at the lowest possible cost…and that is what our goal is.

When I meet with new employees at their orientation I tell them that this has to be the best single job they have ever had or I will not have done my job.  If we can make certain that our employees like their jobs, then we can better meet the needs of our patients, physicians and others who use our system.  So, this designation is very important for us.  And since I could never be objective on the topic, I’ll just tell you what others have said about PVHS:

1) ONLY Colorado health system to be named a top 100 place to work

2) ONLY Colorado health system named a top 100 health system

3) ONLY health system in the US named a 2008 Malcolm Baldrige National Quality Award recipient

4) Bond rating upgrade just last week from Standard and Poor’s

The important thing about this list (which could go on and on) is that if we were not able to do No. 1, we would never be able to do the rest.  So, thanks to the employees of PVHS for making us among the best in the world!


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