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Performance Management & Strategy Execution Blog: The Glue - 5 new articles
The goal of my last post was to make the case for hospital hourly rounding as a strategy for increasing patient and staff satisfaction, reducing patient injuries, saving nursing time, and saving hospitals significant amounts of money. Over the next few posts, I'll discuss the biggest challenges hospitals typically encounter when they attempt to put an hourly rounding program in place.
Of course implementing any organization-wide program is difficult, because these types of efforts require training a large cross-section of staff and providing support and follow-up to be certain that the change occurs. And implementing hourly rounding is even more challenging than many other changes because it affects the basic workflow of nursing. Through much study of these challenges and many discussions with nurse leaders, I've found that the primary challenges to successful hourly rounding programs can be grouped into these areas:
Over the last few years, hourly rounding has received a great deal of attention, and for good reason. It has been proven to increase patient and staff satisfaction, reduce patient injuries, save nursing time, and save hospitals significant amounts of money. However, many hospitals and health systems have found that implementing hourly rounding and realizing all of its benefits can be quite challenging. Through a short series of blog posts, I'll discuss how adding appropriate mobile technology to a rounding program can radically increase rates of success and benefit realization. I call this approach Rounding for Excellence.
In this first post, I'll start by making the case for hourly rounding.
Hourly rounding is really the antithesis of the task-based care that came before it. Rather than reacting to patient needs as they arise, hourly rounding encourages a proactive approach that leads to patient-centered care. It is known by many names, each with some unique variations:... Read the full article »
If you are a "performance excellence believer" and your CEO is not bought-in to the framework, prepare to be disappointed, because the one common attribute across all organizations that achieve significant improved results from performance excellence is a CEO who is bought in-and highly involved in the process. The converse is also unfortunately true (no CEO buy-in will mean few or no results).
So how do you get your CEO interested and involved in performance excellence?
You have to focus the entire effort on addressing whatever it is that keeps the CEO awake at night (profits, a critical product launch, customer retention, etc.). Finding out what this is for your CEO is relatively easy as it is totally top of mind for them. When I ask a CEO that question, there is no hesitation in the response. I always confirm that I understand which specific measure he or she is fretting about and what success (i.e. a target) would look like.
Once you understand the issue, a good place to start... Read the full article »
One really interesting part of my job over the years has been to see how organizations report and discuss performance. Some organizations have very clear, concise scorecards or reports that they use as the basis for all performance discussions and business reviews. These are definitely the minority.
Most organizations--even those that have a pretty well-defined process for reporting and discussing performance--tend to use an ad-hoc "product" for these purposes (typically involving varying combinations of spreadsheets, reports from software packages, and department-specific PowerPoint decks). I've found that this wild and loose approach to presenting performance leads most organizations to think they are doing better than they actually are (especially if under-performing areas happen to be led by great presenters).
Let me explain by using an example. A very large health insurance company I was working with religiously tracked the total number of people that were members of their... Read the full article »
When we started ActiveStrategy more than 11 years ago, we based our new solutions on the knowledge we'd acquired over many years deploying performance excellence and strategy execution frameworks in the real world. This practical experience taught us that the software we were developing (to help make these frameworks easier to deploy successfully) had to have rich support for monitoring and encouraging the actions people take to drive performance.
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