TowerTalk Volume 15 Issue Nr. 11, February 1993 - Page 8 |
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AGEN � Dear Employees: In September of last year, all employees were asked to complete the Quality of Worklife (QWL) survey as a followup to the January 1991 survey. In December, survey results and action plans were reported in a series of meetings to which all employees were invited. Results from the recent QWL survey show significant improvement in the areas of group effectiveness, trust, value of meetings, personal involvement, leadership, motiva- tion, communication, decision making, goal setting, and personal control. These improvements were due primarily to the efforts of the 1991 QWL Task Force and all of you. Without your teamwork and cooperation, we would not have been as successful in making Saint Joseph Hospital a "great place to work," which is a direct quote from employees in the 1992 survey. Even so, the survey tells us that there is still room for improvement. A QWL task force, with employees and managers representing various departments, was formed to develop an action plan to address areas of concern. The 1992 Task Force estab- lished the following goals and action plans, which are summa- rized below: Issue #1�Financial Goal: To keep employees apprised of Saint Joseph Hospital's current and projected financial condition and to gain employee involvement in the Hospital's strategic plan and financial projects. Action plan: By June 1,1993, and annually thereafter, the Hospital's strategic plan will be shared with employees; the Hospital's contract and relationship with Kaiser will be explained at Tower Talk Live; directors will review the financial status of their departments and the Hospital on a monthly basis; department directors will solicit annual input from employees on departmental budgetary items; and patient and physician satisfaction will be emphasized in the Hospital's guest relations program. Issue #2�Leadership Goal: Managers will achieve credibility with all constituents with whom they interact. Action plan: Vice Presidents will be more visible by making "rounds" of their departments and by attending department meetings at least quarterly; a management training program will be offered, which will include a course on employee recognition and guest relations; managers will request input from employees regarding departmental and interdepart- mental issues and will provide feedback regarding employee suggestions; personnel policies and procedures related to dismissal will be explained at Tower Talk Live; managers will hold regular PMIs with all of their employees. Issue #3�Communication Goal: To facilitate the effective dissemination of information throughout the organization. Action plan: Managers will hold regular department/staff meet- ings and invite employees to submit agenda items; directors will share minutes from their monthly meet- ings with their staff; policy and procedure manuals will be acces- sible for all staff; sessions will be offered for all managers on how to improve/enhance communication skills; Towertalk will include a special column for "rumor" control; each department/unit will have a bulletin board with a reserved section for Hospital information; and employees are obligated to use available resources to obtain infor- mation about the Hospital. Issue #4�Teamwork Goal: All employees are accountable to act in a professional, courteous and enthusiastic manner toward patients, families, physi- cians, fellow employees, vendors and regulatory agencies. Action plan: Employees will attend customer/guest relations classes; President's Council will identify departments where team- work needs improvement; the SJH SMART (employee performance evaluation) program contains a standard by which employee patient/customer service is measured. Issue #5�Interdepartmental Conflict Goal: To promote under- standing and improve communication among depart- ments. Action plan: Managers will address interdepartmental issues as they occur and will develop and I 9 implement action plans to resolve the problems; to maintain commu- nication and goodwill between departments, selected employees from the affected departments will meet to problem solve and resolve any issues; and the total quality management (TQM) process will be used to help resolve interdepart- mental problems. Issue #6�Equipment Goal: To provide adequate, func- tional, reliable equipment to enable employees to function efficiently in their jobs and to deliver safe quality service. To provide an efficient and effective computer system that enhances Hospital operations. Action plan: With input from "users," managers will prioritize inventory and needs list; managers will communicate final decisions to "users" in their departments; equip- ment that is justifiable, usable, safe or able to be made safe should be repaired; all unusable, unsafe equip- ment should be disposed of in accordance with approved policy; a task force will review the equipment purchase/repair policy and will make recommendations to President7s Council; the Informa- tional Services Network Plan will continue to be implemented and shared with employees at Tower Talk Live; Issue #7�Parking Goal: To provide safe, adequate parking for employees. Action plan: By March 1,1993, a parking task force will assess a redesign of security coverage and identify new designations of all shift parking areas. 8 Issue #8�Physical Facilities Goal: To provide adequate space for employees to provide quality care and to renovate and develop areas to take care of new needs. Action plan: Managers will identify areas that require more or less space; administration will explore possibilities for off-site expansion as well as a new ambu- latory services building; the site plan will be communicated to employees. Issue #9�SMART (Employee Performance Evaluation Program) Goal: To communicate to employees that the SMART program will measure performance accurately. Action plan: Management workshops will be conducted on how to conduct a performance appraisal; Human Resources will communicate the mechanics of the SMART program; and task forces to review SMART standards will be established. Issue #10�Salaries Goal: To bring entry wages to comparable levels in the market place. Action plan: Human Resources has instituted a bi-annual salary survey to ensure the Hospital's market position; and all entry level rates were adjusted in December. Implementing Action Plans One member of the 1992 QWL Task Force, along with a Vice President, is assigned to an action plan. The Task Force will meet quar- terly to monitor progress and ensure that actions are implemented. We are excited about the prospect of working with each of you to enhance the quality of worklife at Saint Joseph Hospital and make it THE BEST PLACE TO WORK! Your department also will develop an action plan to address concerns within your own area. Be sure to attend those meetings so that your ideas are heard and discussed If you have any questions about the issues, goals and/or action plans, please talk with your manager or| director. Sincerely, Beverly Schulman Vice President Planning and Marketing
Object Description
Rating | |
Title | TowerTalk Volume 15 Issue Nr. 11, February 1993 |
Subject 1 | Saint Joseph Hospital (Denver, CO) -- history |
Subject 2 | Sisters of Charity of Leavenworth (Kansas) |
Subject 3 | Periodicals -- Newsletters |
Description | TowerTalk Volume 15 Issue Nr. 11, published in February 1993. Published for and about employees, and featuring articles focused on departmental news items, awards for employee achievements and recognition, recipes, milestones for the Hospital, and general health and wellness. TowerTalk was published monthly by the Planning and Marketing Department. |
Collection Name | Newsletters Collection |
Publisher | Saint Joseph Hospital |
Date.Original | 01/02/1993 |
Date.Digital | 2016-05-11 |
Rights | In Copyright - Non-Commerical Use only (IC-NC) |
Description
Title | TowerTalk Volume 15 Issue Nr. 11, February 1993 - Page 8 |
Subject 1 | Saint Joseph Hospital (Denver, CO) -- history |
Subject 2 | Sisters of Charity of Leavenworth (Kansas) |
Subject 3 | Periodicals -- Newsletters |
Description | TowerTalk Volume 15 Issue Nr. 11 - Page 8, published in February 1993. Published for and about employees, and featuring articles focused on departmental news items, awards for employee achievements and recognition, recipes, milestones for the Hospital, and general health and wellness. |
Collection Name | Newsletters Collection |
Publisher | Saint Joseph Hospital |
Date.Original | 01/02/1993 |
Date.Digital | 2016-05-11 |
Type | Text & Image |
Rights | In Copyright - Non-Commerical Use only (IC-NC) |
Source | Two-colour print of varying dimensions over the years, from 8.5 x 11 to 11 x 17 inches in size. |
Format | Creekside |
Coverage-Spatial | 1993-02_0008.txt |
Transcript | AGEN � Dear Employees: In September of last year, all employees were asked to complete the Quality of Worklife (QWL) survey as a followup to the January 1991 survey. In December, survey results and action plans were reported in a series of meetings to which all employees were invited. Results from the recent QWL survey show significant improvement in the areas of group effectiveness, trust, value of meetings, personal involvement, leadership, motiva- tion, communication, decision making, goal setting, and personal control. These improvements were due primarily to the efforts of the 1991 QWL Task Force and all of you. Without your teamwork and cooperation, we would not have been as successful in making Saint Joseph Hospital a "great place to work," which is a direct quote from employees in the 1992 survey. Even so, the survey tells us that there is still room for improvement. A QWL task force, with employees and managers representing various departments, was formed to develop an action plan to address areas of concern. The 1992 Task Force estab- lished the following goals and action plans, which are summa- rized below: Issue #1�Financial Goal: To keep employees apprised of Saint Joseph Hospital's current and projected financial condition and to gain employee involvement in the Hospital's strategic plan and financial projects. Action plan: By June 1,1993, and annually thereafter, the Hospital's strategic plan will be shared with employees; the Hospital's contract and relationship with Kaiser will be explained at Tower Talk Live; directors will review the financial status of their departments and the Hospital on a monthly basis; department directors will solicit annual input from employees on departmental budgetary items; and patient and physician satisfaction will be emphasized in the Hospital's guest relations program. Issue #2�Leadership Goal: Managers will achieve credibility with all constituents with whom they interact. Action plan: Vice Presidents will be more visible by making "rounds" of their departments and by attending department meetings at least quarterly; a management training program will be offered, which will include a course on employee recognition and guest relations; managers will request input from employees regarding departmental and interdepart- mental issues and will provide feedback regarding employee suggestions; personnel policies and procedures related to dismissal will be explained at Tower Talk Live; managers will hold regular PMIs with all of their employees. Issue #3�Communication Goal: To facilitate the effective dissemination of information throughout the organization. Action plan: Managers will hold regular department/staff meet- ings and invite employees to submit agenda items; directors will share minutes from their monthly meet- ings with their staff; policy and procedure manuals will be acces- sible for all staff; sessions will be offered for all managers on how to improve/enhance communication skills; Towertalk will include a special column for "rumor" control; each department/unit will have a bulletin board with a reserved section for Hospital information; and employees are obligated to use available resources to obtain infor- mation about the Hospital. Issue #4�Teamwork Goal: All employees are accountable to act in a professional, courteous and enthusiastic manner toward patients, families, physi- cians, fellow employees, vendors and regulatory agencies. Action plan: Employees will attend customer/guest relations classes; President's Council will identify departments where team- work needs improvement; the SJH SMART (employee performance evaluation) program contains a standard by which employee patient/customer service is measured. Issue #5�Interdepartmental Conflict Goal: To promote under- standing and improve communication among depart- ments. Action plan: Managers will address interdepartmental issues as they occur and will develop and I 9 implement action plans to resolve the problems; to maintain commu- nication and goodwill between departments, selected employees from the affected departments will meet to problem solve and resolve any issues; and the total quality management (TQM) process will be used to help resolve interdepart- mental problems. Issue #6�Equipment Goal: To provide adequate, func- tional, reliable equipment to enable employees to function efficiently in their jobs and to deliver safe quality service. To provide an efficient and effective computer system that enhances Hospital operations. Action plan: With input from "users," managers will prioritize inventory and needs list; managers will communicate final decisions to "users" in their departments; equip- ment that is justifiable, usable, safe or able to be made safe should be repaired; all unusable, unsafe equip- ment should be disposed of in accordance with approved policy; a task force will review the equipment purchase/repair policy and will make recommendations to President7s Council; the Informa- tional Services Network Plan will continue to be implemented and shared with employees at Tower Talk Live; Issue #7�Parking Goal: To provide safe, adequate parking for employees. Action plan: By March 1,1993, a parking task force will assess a redesign of security coverage and identify new designations of all shift parking areas. 8 Issue #8�Physical Facilities Goal: To provide adequate space for employees to provide quality care and to renovate and develop areas to take care of new needs. Action plan: Managers will identify areas that require more or less space; administration will explore possibilities for off-site expansion as well as a new ambu- latory services building; the site plan will be communicated to employees. Issue #9�SMART (Employee Performance Evaluation Program) Goal: To communicate to employees that the SMART program will measure performance accurately. Action plan: Management workshops will be conducted on how to conduct a performance appraisal; Human Resources will communicate the mechanics of the SMART program; and task forces to review SMART standards will be established. Issue #10�Salaries Goal: To bring entry wages to comparable levels in the market place. Action plan: Human Resources has instituted a bi-annual salary survey to ensure the Hospital's market position; and all entry level rates were adjusted in December. Implementing Action Plans One member of the 1992 QWL Task Force, along with a Vice President, is assigned to an action plan. The Task Force will meet quar- terly to monitor progress and ensure that actions are implemented. We are excited about the prospect of working with each of you to enhance the quality of worklife at Saint Joseph Hospital and make it THE BEST PLACE TO WORK! Your department also will develop an action plan to address concerns within your own area. Be sure to attend those meetings so that your ideas are heard and discussed If you have any questions about the issues, goals and/or action plans, please talk with your manager or| director. Sincerely, Beverly Schulman Vice President Planning and Marketing |
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