UW MEDICINE PATIENTS ARE FIRST LEADERSH IP INTEGRATION AND ACCOUNTABILITY Nicki McCraw, JD Assistant Vice President of Human Resources Steve Marty Director of Human Resources University of Washington Medicine
UW MEDICINE UW Medicine • Two academic medical centers • Two community medical centers • Primary care clinic network • Air medical service provider • Physician network • Nationally ranked UW School of Medicine • Over 20,000 physicians and staff 2
INTEGRATION • The health system is rapidly expanding • Different entities, different leadership styles • Imperative to align and invest in leaders to move system forward • Critical need to achieve efficiencies to be relevant in competitive marketplace 3
MOVING FORWARD • Identified four Pillar Goals applicable to every entity in the system to drive the organization: • Serving the Patient/Family • Providing the Highest Quality of Care • Become the Employer of Choice • Practice Fiscal Responsibility 4
DEVELOPING LEADERS • After developing goals we needed to train all the top leaders on key leadership skills • Chose to make huge investment in leader trainings three times per year. All top leaders expected to attend. • Meetings have grown from top 300 leaders to 500, ¼ of which are physician leaders 5
QUARTERLY MEETINGS • Every meeting focuses on key a topic. Examples include: • Coaching • Rounding for outcomes • Addressing low performers • Attendees required to implement what they learn • Quarterly trainings recorded and available on- line to everyone in the system • OD&T offers additional offerings to supplement and complement quarterly trainings 6
GOAL SETTING • Over 400 leaders participate • System-wide goals are set • Goals are cascaded to every entity and within each entity • Leaders must pick templated goals that are used widely • Equity reviews to ensure similar outcomes result in similar scores within the system 7
ACCOUNTABILITY • All system, entity, and leader results are tracked in a database • All leaders have access to the results of every leader • Monthly dashboard published on-line that tracks system and entity results • Monthly report identifies every leader not making a goal, the leader’s current result, and the action plan to meet goal 8
EXAMPLE • Voluntary Staff Turnover identified as a key metric for the Become the Employer of Choice goal • Every leader with 35 or more staff must select the goal; other leaders may select goal with manager’s approval • Every leader creates a quarterly action plan to address their goals 9
RESULTS • Voluntary turnover decreased from 7.1% to 5.9% in less than two years • Despite ongoing state wage freeze and rapidly improving local economy, improved from below 50 th percentile to above 80 th percentile compared to national benchmark • First year ROI exceeded $7.6M; 2 nd year likely to exceed $10M 10
CONTACTS For further information please contact Steve Marty HR Director UW Medicine sbmarty@uw.edu 11
ADDITIONAL LEADERSHIP TRAINING Tier 1 Leaders learn how to target and hire talented people and how to welcome and prepare them for a successful career at UW Medicine. The essential tasks of supervision are covered, including an orientation to the ethical and regulatory nature of healthcare. Tier 2 Leaders learn about their own leadership style, and learn advanced skills such as strategies for working through conflict, building an effective team, and LEAN/process improvement strategies.
ADDITIONAL LEADERSHIP TRAINING Extraordinary Leader 360 assessment This workshop utilizes proven research and 360 degree feedback to promote the learning and growth of leaders. Participants interpret the results of the feedback report and create a development plan which focuses on building strengths. Corrective Action During this one-day course, participants build their confidence and skills in conducting Corrective Action conversations, processes and meetings with both classified and professional staff.
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