JOY IN WORK: The Primary Health Care Corporation Experience Joey Daniel 23/03/2019
As part of our extensive program and with CPD hours awarded based on actual time spent learning, credit hours are offered based on attendance per session, requiring delegates to attend a minimum of 80% of a session to qualify for the allocated CPD hours. • Less than 80% attendance per session = 0 CPD hours • 80% or higher attendance per session = full allotted CPD hours ME Forum 2019 Orientation Total CPD hours for the forum are awarded based on the sum of CPD hours earned from all individual sessions. Conflict of Interest The speaker(s) or presenter(s) in this session has/have no conflict of interest or disclosure in relation to this presentation.
Conflict of Interest The speaker(s) or presenter(s) in this session has/have no conflict of interest or disclosure in relation to this presentation.
Learning Objectives At the end of this session, participants will be able to: 1. Describe Joy in Work, burnout, and their impact on Healthcare 2. Identify key leadership strategies and system elements that are critical for Joy in Work 3. Identify initiatives that can be implemented to enhance Joy in work
People are entitled To know how to Work is love to joy in work do something well made visible Edwards Deming is to enjoy it Khalil Gibran (1900-1993) Pearl Buck (1883–1931) (1892-1973)
What is Joy in Work? “By joy, we refer to the feeling of success and fulfillment that results from meaningful work…” It’s a state where “…all members of the workforce have a sense of accomplishment and meaning in their contributions.” “By meaning, we refer to the sense of importance of daily work” Sikka R, Morath JM, Leape L. The Quadruple Aim: care, health, cost and meaning in work. BMJ Qual Saf. 2015;24:608610.
Maslow’s Hierarchy of Needs
Why does it matter?
At the healthcare system level “The successful achievement of the Triple Aim requires highly effective healthcare organizations. The backbone of any effective healthcare system is an engaged and productive workforce.” Sikka R, Morath JM, Leape L. The Quadruple Aim: care, health, cost and meaning in work. BMJ Qual Saf. 2015;24:608610.
At the sharp end Precondition: Workplace Safety Reality: Emotional and physical harm Bullied, harassed, demeaned, ignored, Caregivers cannot meet the physically assaulted. challenge of making health care Physically injured, working in conditions of safe for patients unless they feel known and preventable environmental risk safe and valued, and find purpose in their work that brings joy and meaning BURNOUT Lucian Leape Institute. 2016.Through the Eyes of the Workforce Creating Joy, Meaning, and Safer Health Care
Burnout in Healthcare
National Academy of Medicine. 2017. Burnout Among Health Care Professionals: A Call to Explore and Address This Underrecognized Threat to Safe, High-Quality Care. Discussion paper. Lucian Leape Institute. 2013. Through the eyes of the workforce: creating joy, meaning and safer health care. Boston, MA: National Patient Safety Foundation Mayo Clinic Proceedings. 2015. Changes in burnout and satisfaction with work–life balance in physicians and the general US working population between 2011 and 2014.
Primary Care Physicians Burnout Agency for Healthcare Research and Quality. 2017. Physicians Burnout AHRQ Research on Clinician Burnout.
Impact on Patients Patient Safety and Quality of Care: • “ Workplace safety is inextricably linked to Depersonalization leads to poor patient safety. Unless caregivers are given interactions with patients • the protection, respect, and support they impaired attention, memory, and executive need, they are more likely to make errors, function fail to follow safe practices, and not work Access and Continuity of Care well in teams.” -L.Leape • burned-out doctors are more likely to leave practice • less students are attracted to healthcare Dyrbye, L.N., T.D. Shanafelt, C.A. Sinsky, P.F. Cipriano, J. Bhatt, A. Ommaya, C.P. Patient Satisfaction West, and D. Meyers. 2017. Burnout among health care professionals: A call to • explore and address this underrecognized threat to safe, high-quality care. NAM There’s direct correlation between Perspectives. Discussion Paper, National Academy of Medicine, Washington, DC. doi: 10.31478/201707b clinicians job satisfaction and patient satisfaction Agency for Healthcare Research and Quality. 2017. Physicians Burnout AHRQ Research on Clinician Burnout.
Impact on the Healthcare Industry National Academy of Medicine. 2017. Burnout Among Health Care Professionals: A Call to Explore and Address This Underrecognized Threat to Safe, High-Quality Care. Discussion paper. Lucian Leape Institute. 2013. Through the eyes of the workforce: creating joy, meaning and safer health care. Boston, MA: National Patient Safety Foundation
The Primary Health Care Corporation Experience
OVERVIEW OF PHCC Primary care provider in the State of Qatar HQ Multi facility organization Management is centralized 27 6,000 employees HCs
PHCC Joy in Work Program
STARTING WITH WHAT OUR STAFF TOLD US CORPORATE WIDE SURVEY: • The survey in itself triggered a joyful wave • The questions asked showed leadership care (especially the program is sponsored PHCC leadership) • The questions themselves raised awareness on elements of concern that staff should pay attention to (work-life balance, working to full potential, recognition…) • Response rate: ~ 45% (3000 responses) • Both HCs and HQs • Quantitative and Qualitative data analysis 19
WHAT DID THE DATA TELL US? 20
WHAT DID THE DATA TELL US? Top 5 aspects Aspects that that make make staff PHCC staff unhappy happy • Lack of fairness • Teamwork & cooperation • No career development • Friendly environment • No salary increments • Good leadership support • Lack of motivation • Recognition & appreciation • Transparency & Clear • Lack of autonomy communication 21
Aligning PHCC initiatives with the “IHI Framework for Improving Joy in Work" 22
JOY IN WORK - AT ALL PHCC LEVELS HQ 27 HCs 23
CORPORATE-WIDE 24
Staff Portal for Suggestions & Feedback Management Rounds Staff Recognition and Rewards HR closer to staff Staff Engagement and Participation Psychological Safety Promoting fun activities
Publishing of News and Activities Quality Forum / Symposium Ergonomics Program Enhancing Performance Evaluation Career Development Opportunities Staff Wellness and Resilience Workplace Violence Program
STAFF PORTAL FOR SUGGESTIONS & FEEDBACK � A positive impact on employee morale and overall corporate culture -staff feel they are heard and cared for. � Creating positive changes that come straight from employees, naturally increasing engagement and performance.
MANAGEMENT ROUNDS � Bridging the gap between HC staff and HQ leaders. � Enhancing the communication between Health centers staff and their leads in HQ � Identifying issues and concerns in the health centers.
STAFF RECOGNITION AND REWARDS � Enhancing staff moral and making them feel their hard work is seen and appreciated � Raising staff satisfaction
HR CLOSER TO STAFF • Enable easier and smoother access to staff especially those out side Doha. • Decrease staff wasting time and effort by coming to HQ for issues that can be resolved through a phone call or a talk with an HR/Finance officer
STAFF ENGAGEMENT AND PARTICIPATION • Encourage active participation of all staff in decision making and planning • Enhancing the communication between staff and their supervisor • Enabling raising of concerns and challenges
PSYCHOLOGICAL SAFETY • People feel secure and capable of changing; • There are respectful interactions among all; • People feel able to question, seek feedback, admit mistakes, and propose ideas.
PROMOTING FUN ACTIVITIES • Creating a fun working environment and enhancing working relationships among staff
PUBLISHING OF NEWS AND ACTIVITIES • Recognition of HC initiatives • Spreading the knowledge and experience among HCs • Showing appreciation to staff hard work
QUALITY FORUM/SYMPOSIUM • QI projects are shared across PHCC • Spreading of knowledge and learning • Recognition of staff initiatives and achievements
ERGONOMICS PROGRAM • Effectively controlling work-related Musculoskeletal Disorders and hazards.
PERFORMANCE EVALUATION • A more coherent evaluation is done that is linked to continuous professional development. • Enhancing staff satisfaction (this is one of the areas highlighted in the staff satisfaction survey 2017).
CAREER DEVELOPMENT OPPORTUNITIES • Advancing staff skills and knowledge • Enhancing staff satisfaction
STAFF WELLNESS AND RESILIENCE • Developing trust to achieve the desired culture (wellness and resilience) • Staff are skilled in stress management techniques and healthy coping mechanisms
WORKPLACE VIOLENCE PROGRAM Physical and Psychological safety • Enhanced physical and psychological safety • Enhanced communication, customer service and de-escalation skills • Enhance staff/patient relationship and partnership
HQ LEVEL
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