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Elevating Engagement: Building an Office Where Employees Love to Work
Matthew Bates, MPH
Managing Director, Studer Group
Pensacola, FL
Patricia Thorpe, Human Resources Generalist
Navicent Health Physician Group, Macon, Ga.
Matthew Bates and Patricia Thorpe do not have any financial conflicts to
report at this time.
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©2017 MGMA. All rights reserved.
Learning Objectives
• Develop a descriptive state of the ideal
employee experience and the gap analysis of
current state compared to the ideal
• Apply an action plan template to address
identified employee engagement shortfalls
• Analyze workforce statistics to help
determine how employee engagement can be
a driver of employee retention and/or
attraction
©2017 MGMA. All rights reserved.
Charles A. Stanley, M.D.Pediatric Endocrinologist
Chief, Division of Endocrinology/Diabetes
C Everett Koop, M.D.Pediatric Surgeon
Former US Surgeon General
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• Congenital Hyperinsulinism (HI), the secretion of insulin is not properly regulated, causing excess
insulin secretion and low blood sugar. Blood sugars can drop rapidly (20+ pts in <15 mins). Prolonged
or severe low blood sugar can cause seizures or permanent brain damage. Treated with Diazoxide
and/or removal of majority of the pancreas.
• Rare disease. NIH estimates 1 in 50,000 births (~75 cases per year in US today)
- In the 1970s, most children died before age 18 and most that survived childhood suffered
brain damage
• Only 1 specialized treatment center in the US (CHOP) and 3 in the world.
My Brother My Niece & her dog Sage
The Healthcare Flywheel®
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The Triple AimThe Quadruple Aim
Experience
of Care
Per Capita
Costs
Population
Health
Care Team
Well-Being
“When people are financially invested, they want a return. When people are emotionallyinvested, they want to contribute.”
– Simon Sinek, author of Start with Why
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The Engagement Model
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Leaders OWN Culture
To Change Culture,
LEADERShave to change
Behaviors
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Shook’s Model of Cultural Change
Source: John Shook; Winter 2010; MIT Sloan Management Review
©2017 MGMA. All rights reserved.
Engagement Leadership Behaviors
Share your “WHY”
Rounding for Outcomes
Thank You Notes
Peer Interviewing
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©2017 MGMA. All rights reserved.
Share Your Why
WHY did you get into healthcare?
Does your team know?
Do you know their WHY?
-Sister Irene Krause, Daughters of Charity National Health Care System
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Leader Rounding on Employees
Employees leave
leaders, not
businesses.
Leader Rounding on Employees
Leaders who consistently and effectively round on their employees
experience half the voluntary turn-over than those who don’t!
• Create strong personal relationships
• Connect with them 1st – as a person
• Connect with them 2nd– as their leader
• Develop a culture of recognition with focus on what’s working
well
• Emphasize efficient operational performance
• Communicate 1:1 on individual, relevant issues
• Promote transparency
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Leader Rounding Example
• How are you? (personal)
• What is working well for you?
• Is there anyone doing a great job I could recognize?
• Do have the tools and equipment you need to do your
job?
• Do you have any ideas on processes we could improve
to make things better?
• Thank you!
Closing the Loop
• Include rounding issues in employee meetings & communication to provide follow up
• Share status of issues harvested during rounds
• If you can’t fix / change something. Tell them that and let them know why. Get rid of the slow-no!
Round
Address the
issues
Update your team
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©2017 MGMA. All rights reserved.
September 18, 2016
Dear Susan,
Dr. John shared with me the difference you made for our patient, how you spent time helping them understand how important it is to take their medications and then helped them find a way to afford them. Your actions made a difference in helping our patient get better. Thank you for the difference you are making here at ABC Healthcare System!
Sincerely,
Gail
Thank You Notes
Thank You Note Tips
• Hand written
• Specific thank you (not generic)
• Send to employee’s home if possible
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Screening Process
(HR)
Leader Interview
Peer Interview
Behavioral Based Questions…
Employee/Provider Selection
Tip: Make sure your team is vested in your next hire’s success!
Behavioral Questions for Interviews
BEHAVIORAL NOT-BEHAVIORAL
Open-ended Yes or No questions / Closed-ended
Requires an example or story Hypothetical
Requires recall of a prior
experience
Focuses on what the candidate “would” do vs.
what they “have done”
More difficult to answer Validates didactic knowledge / not execution
Highly predictive Tests interview ability / minimally predictive
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Initiative
What processes or techniques have you learned to make a job easier or more
effective? How did you implement your idea?
Work Environment
Tell me about a time when your schedule was full and a patient called who needed
to be seen that day. How did you handle this?
Communication
Describe a time when you had a miscommunication with a patient or family member.
What did you do and what was the outcome?
Behavioral Based Question Examples
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Additional Resources:
THANK YOU!
Matthew has been a healthcare patient for
nearly 50 years.
He has spent the last 30 years working to
make health care better for clinicians to
practice, employees to work and patients &
families to receive care.
Today he works with health systems and
medical groups to transform healthcare.
MATTHEW BATES Managing Director
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Thank You.
Matthew Bates
720-355-1053
Studer Group
350 W. Cedar Street
Ste 300
Pensacola, FL 32503
Case Study: Elevating Engagement: Building an Office Where Employees Love to Work
Patricia Thorpe, Human Resources Generalist
Navicent Health Physician Group, Macon, Ga.
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©2017 MGMA. All rights reserved. - 33 -
Utilizing Employee Engagement Data
➢ Setting measurable goals
➢ Invest in professional development
➢ Reward and Recognize high performance
Elevating Engagement
©2017 MGMA. All rights reserved. - 34 -
Setting Measurable Goals
System Goal
➢ Reduce Cost across the
organization
➢ Service Excellence-To
provide excellent and
courteous care to all
patients
Employee Goal➢ Clinical Staff provided
budget for office/medical
supplies-Measured by
monthly variances to
budget.
➢ Provide a warm and caring
atmosphere to all patients
that present to the office
Measured by maintaining
goal of 85% or > on Patient
Satisfaction survey's #5-
“Was the office atmosphere
pleasant and clean?”
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©2017 MGMA. All rights reserved. - 35 -
Investing in Professional Development
Fostering Opportunities for Personal Growth
• Create professional development plan in conjunction with employees
• Example-Front office staff desires to become a Certified Professional Coder
• Seize the opportunity to customize the employee’s personal development goals with the goals and objectives of the practice.
Example-Reduce expenses, increase revenue
- 36 -©2017 MGMA. All rights reserved.
Rewards and Recognition
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©2017 MGMA. All rights reserved. - 37 -
Questions??
Employee Engagement Challenges
Physician Burnout
Disengaged Employees
High turnover Rates
Onboarding Related Stress
©2017 MGMA. All rights
reserved.
- 38 -©2018 MGMA. All rights reserved.
Continuing Education ACMPE credit for medical practice executives…………... 1
*AAPC Core B, CPPM credit …………………………………… 1
ACHE credit for medical practice executives…………..…. 1CME AMA PRA Category 1 Credits™……………………….. 1CNE credit for continuing nurse education …………….... 1
*CPE credit for certified public accountants (CPAs)……….. 1.2
CEU credit for generic continuing education………..……. 1
*AAPC CODE: 5 8 7 6 7 G V G*CPE CODE: 5 0 2 E C
Let the speakers know what you thought!Evaluations will be emailed to you daily.
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Thank You.
Patricia Thorpe
478-633-8992
Navicent Health Physician Group
770 Hemlock St.
Ste A
Macon, GA 31201
Thank you for being here! In order for MGMA to offer
continuing education credits, we need you to complete a
session evaluation: www.mgma.com/502
