Name a hospital that isn't dealing with workforce shortages fueled, in part, by across-the-board frustration and burnout. Solving these types of global healthcare challenges takes time, creative solutions and money. With an eye on the long-term goal of creating a well-oiled talent pipeline, this New Jersey community hospital found that acting on seemingly smaller problems adds up to a happier workforce.
The Think Tank, a multidisciplinary committee with representatives from every department at Hackensack Meridian Health's Bayshore Medical Center in Holmdel, N.J., is on a mission to create a culture of improvement, Caitlin Miller, BSN, RN, president and chief hospital executive, told Becker's.
What started out as an effort to make the list of "Great Places to Work" has evolved into a committee that turns complaints into opportunities and suggestions into actionable initiatives. Bayshore's employees at every level are satisfied because they know they have the attention of senior leaders and know the hospital has a culture of improvement, Ms. Miller said.
"The Think Tank makes things happen. We are not doing this to just check off a box that says, 'collect ideas.' We're doing it because we really want to hear what our team members have to say," Ms. Miller said. "They have good ideas, let's implement them. Let's do them and let's do them now. Like let's not sit around and talk about them forever and ever. Let's make it happen. And if we can't make it happen right now, let's figure out when or what it will take to get it done."
While staff retention is an umbrella topic that all hospitals are grappling with right now, Bayshore's Think Tank is chipping away at that boulder of a challenge by unearthing small things that can be done right away that will make a big difference.
Front-line team members meet monthly to celebrate what's going well — the hospital's spring 2023 Leapfrog "A" grade, for example — and to discuss how to make right-now improvements — things that really affect how employees view their jobs and the hospital.
And, as Ms. Miller said, those seemingly small upgrades can make a big difference. For example, the addition of bike racks for employees encourages them to get exercise while eliminating the hassle of how to keep their bicycles safe during their shift. The committee acted on a suggestion to pipe music overhead to create a soothing environment for all.
Recognition is a big part of the Think Tank's efforts, as well. Bayshore holds a quarterly award ceremony where "team member of the month" and "lifesaver of the month" awards are announced. All employees are encouraged to nominate colleagues for the awards, and Ms. Miller said opportunities for peer to peer recognition have raised employee morale.
Another morale booster — the hospital sends birthday cards to team members' houses each month with a cafeteria voucher. Plus, there have been suggestions about improving parking lot lighting and adding crosswalks to help employees feel safer.
"Team members are here every day and spend hours upon hours of their lives away from their families. They have a lot of good ideas that come from the observations they make and the conversations they have with each other," Ms. Miller said. "Before Think Tank, they had not told anyone about these ideas. They just didn't know how to escalate them. Now, they share the ideas and know we will act on them whenever possible."
She said the ideas that come out of the Think Tank meetings make Bayshore Medical Center a better place to work.
"These efforts make people feel good. We are not just talking about ideas, we are getting things done," Ms. Miller said.
Think Tank ideas allow employees to give back to the community, as well. The committee has held food drives and regularly promotes a "compassion closet" so employees can donate clothing for patients who need them.
"The Think Tank influences the experience of our team members because they know leaders are here for them and want to hear from them," Ms. Miller said.