Vincent McCorkle, the new president and CEO of Akron (Ohio) General Health System, parent of 511-bed Akron General Hospital, is a strong believer in finding creative ways to engage employees in the hospital's mission. Here he identifies 10 ways to achieve strong employee engagement.
1. Culture eats strategy. While strategy is key for a successful organization, it can only produce short-term compliance if the employee culture has not been nurtured.
2. Link employees to the mission. Mr. McCorkle tells this story: A janitor sweeping the floor at Cape Canaveral in the middle of night is asked what he is doing. "I'm helping to put a man on the moon," he says. "There needs to be a passion and an energy for all the things that the mission is about," he says. "Healthcare is a calling. It means embracing something bigger than yourself."
3. Involve stakeholders in decisions. The hospital is developing a strategic plan. "We're going to involve white coats, physicians and nurses," Mr. McCorkle says. "We want to include the people who are out in front delivering care when we prioritize the goals." Surveys can help, but this is best accomplished in face-to-face meetings.
4. Hold town hall meetings. Mr. McCorkle holds town hall meetings for each shift around the clock, discussing aspirations and achievements with them. "If you honor people and give them time together, it's inspiring for everyone," he says. "They have a sense they have skin in the game."
5. Open up discussion. Employees are given "total amnesty" to talk about anything, even if it is critical of Mr. McCorkle's policies. Still, everyone is expected to treat each other with respect and dignity and employees know "we're all on the same team," he says.
6. Keep everyone informed. Hospital executives have to be open and accessible. "People can handle bad news, but it’s very frustrating to handle no news at all," Mr. McCorkle says. "You can't be successful hunkered down."
7. Everyone goes by first names. Even Mr. McCorkle goes by "Vince." He thinks if people address him by his first name, they are more likely to be frank and open. "If someone can say to you, 'Hey, Vince,' they are going to tell you what's on their mind," he says. "It is through personal relationships that your organization reaches its full potential."
8. Think in terms of goals. "People respond to goals," Mr. McCorkle says. For example, when a group of orthopedic surgeons is told, "If we can save x-amount of money on implants, we would be able to fund these projects," they are likely to respond positively. Having something to work toward "narrows the gap between itch and scratch," he says.
9. Set high goals. "Don’t just set goals, set bodacious goals," Mr. McCorkle says. "If we don't set high goals we will never achieve them." For example, the proper policy for dealing with patient falls is to set a goal of absolutely no falls with injuries.
10. Lead by example. Every two weeks, Mr. McCorkle has a meeting with his top-level managers. "We talk about barriers and roadblocks," he says. People commit to a goal by signing a pledge. In turn, when his staff meets with more people down the food chain, they apply the same principles. He says this progression is like a wave going through the organization.
Learn more about Akron General Health System.
1. Culture eats strategy. While strategy is key for a successful organization, it can only produce short-term compliance if the employee culture has not been nurtured.
2. Link employees to the mission. Mr. McCorkle tells this story: A janitor sweeping the floor at Cape Canaveral in the middle of night is asked what he is doing. "I'm helping to put a man on the moon," he says. "There needs to be a passion and an energy for all the things that the mission is about," he says. "Healthcare is a calling. It means embracing something bigger than yourself."
3. Involve stakeholders in decisions. The hospital is developing a strategic plan. "We're going to involve white coats, physicians and nurses," Mr. McCorkle says. "We want to include the people who are out in front delivering care when we prioritize the goals." Surveys can help, but this is best accomplished in face-to-face meetings.
4. Hold town hall meetings. Mr. McCorkle holds town hall meetings for each shift around the clock, discussing aspirations and achievements with them. "If you honor people and give them time together, it's inspiring for everyone," he says. "They have a sense they have skin in the game."
5. Open up discussion. Employees are given "total amnesty" to talk about anything, even if it is critical of Mr. McCorkle's policies. Still, everyone is expected to treat each other with respect and dignity and employees know "we're all on the same team," he says.
6. Keep everyone informed. Hospital executives have to be open and accessible. "People can handle bad news, but it’s very frustrating to handle no news at all," Mr. McCorkle says. "You can't be successful hunkered down."
7. Everyone goes by first names. Even Mr. McCorkle goes by "Vince." He thinks if people address him by his first name, they are more likely to be frank and open. "If someone can say to you, 'Hey, Vince,' they are going to tell you what's on their mind," he says. "It is through personal relationships that your organization reaches its full potential."
8. Think in terms of goals. "People respond to goals," Mr. McCorkle says. For example, when a group of orthopedic surgeons is told, "If we can save x-amount of money on implants, we would be able to fund these projects," they are likely to respond positively. Having something to work toward "narrows the gap between itch and scratch," he says.
9. Set high goals. "Don’t just set goals, set bodacious goals," Mr. McCorkle says. "If we don't set high goals we will never achieve them." For example, the proper policy for dealing with patient falls is to set a goal of absolutely no falls with injuries.
10. Lead by example. Every two weeks, Mr. McCorkle has a meeting with his top-level managers. "We talk about barriers and roadblocks," he says. People commit to a goal by signing a pledge. In turn, when his staff meets with more people down the food chain, they apply the same principles. He says this progression is like a wave going through the organization.
Learn more about Akron General Health System.