People StrategiesGoals for FY 06-07 & Beyond: People Strategies Goals for FY 06-07 andamp; Beyond UCLA Board of Advisors Thursday, September 7, 2006


2006 Employee Opinion Survey: 2006 Employee Opinion Survey Entire Hospital System surveyed in March-April (N = 7817) First survey since 1997 Overall response rate 64.5% (5041 responses) First survey in 10 years – we would expect lower scores but not a bad start: Remarkably better than 1997 EOS results 35th percentile compared to national benchmark 47th percentile of University – Affiliated cohort


Slide3: UCLA Healthcare Results - Domains


Top EOS Themes: Top EOS Themes What do you like best about working for UCLA? The people Benefits Pride in UCLA My job Opportunities for learning


Top EOS Themes: Top EOS Themes If you could offer one suggestion on how to make UCLA a better provider of service to our customers/clients, what would it be? Address staffing issues Update the facility, equipment and technology Focus on quality patient care and customer service


Top EOS Themes: Top EOS Themes If you could offer one suggestion on how to make UCLA a better place to work, what would it be? Improve pay and benefits Update the facility and technology Address staffing issues Encourage teamwork and training


People StrategiesGoals for FY 06-07 and Beyond: People Strategies Goals for FY 06-07 and Beyond Improve Communication To Better Connect andamp; Partner with Staff Develop People to Create Culture of Excellence Develop Systems that Support our People Enhance Rewards andamp; Recognition Enable Work Life Balance


Improve Communication To Better Connect & Partner with Staff: Improve Communication To Better Connect andamp; Partner with Staff Offer coaching and support to department leaders to better connect with staff Support monthly department staff meetings Listen to the concerns of the department leaders Coaching/team building facilitation for departments Department communication evaluated on ongoing basis


Improve Communication To Better Connect & Partner with Staff: Improve Communication To Better Connect andamp; Partner with Staff Build on existing internal communications efforts Executive rounds Monthly newsletter Electronic andamp; printed Translated into Spanish CEO 'Up Close' meetings Electronic CEO 'Townhall' messages Middle management 'talking points' for staff Promote key staff initiatives through 'branded' e-mails and websites e.g., Wellness


Improve Communication to Better Connect & Partner with Staff: Improve Communication to Better Connect andamp; Partner with Staff EOS Follow-Up Keep front and center as leadership agenda item Quarterly staff forums EOS staff advisory groups Hold leadership accountable for EOS follow-up 229 department-based action plans 130 authors Visibly and actively communicate our progress


Develop Systems that Support Our People: Develop Systems that Support Our People Executive Rounds action follow-up Improve care setting and workplace Performance 'dashboards' to ensure operations responsiveness across entire Hospital System Systematic operations improvement through 'Lean' andamp; related PI initiatives To improve customer-centered operations across silos Improve patient experience andamp; customer focus Behavorial standards across entire Hospital System Hiring talent-based key attributes andamp; qualities ('Talent Plus')


Develop People to Create Culture of Excellence: Develop People to Create Culture of Excellence Promote common leadership language Value-based principles to lead, inspire and value people Start with department directors (N = 100) Leadership development andamp; succession planning Map leadership competencies Identify competency gaps Create 'Leadership Academy' with learning opportunities to address gaps


Develop People to Create Culture of Excellence: Develop People to Create Culture of Excellence EOS leader/staff team development Team building process facilitation Promote 'culture of safety' as part of 'National Patient Safety' Joint Commission initiative 'Lean' or related PI training 20-30 PI team facilitators/trainers To train both leaders/staff Learning Management System (LMS) Track competency development Online content offerings


Enhance Rewards & Recognition: Enhance Rewards andamp; Recognition Actively promote 'market-based' compensation that is among the best available offered by other health providers who compete for our talent Visible open approach, well communicated Solicit feedback andamp; offer ongoing, meaningful dialogue with staff Promote both philosophy and approach on website and in periodic e-mails to staff SALT leadership to work with department heads to aggressively pursue lags and salary equities


Rewards & Recognition: Rewards andamp; Recognition Align middle management incentive plan to drive UCLAHS performance Tie incentives to achievement of broader UCLAHS goals Focus on department leadership (N = 100) Enhance funding of plan from 2.4% of eligible payroll to 5% Add to bonus pool if financial goals exceeded 10% maximum


Enhance Rewards & Recognition: Enhance Rewards andamp; Recognition Visibly celebrate staff, especially at the unit level Support managers with tools and training to provide workplace recognition Include celebration/recognition as part of executive rounds Schedule frequent, ad hoc house-wide celebrations throughout Hospital System Enhance recognition budget Cover staff celebrations as good 'news' for the entire Hospital System


Enable Work-Life Balance: Enable Work-Life Balance Build on new 'Wellness' initiative with visible programs/offerings that serve to improve health and well-being Classes/offerings/equipment to improve nutrition, fitness and stress reduction Lift teams and ergonomic interventions to make a safe workplace Explore health self-assessments through UC health plans enabling staff to manage their health through assigned coaches and website interventions


Enable Work Life Balance: Enable Work Life Balance Work with UCLA Transportation Services to identify and respond to demand for 12-hour shift van pools Consider flexible work schedule alternatives Explore concierge services to run errands for patients, faculty and staff Visibly promote and 'brand' all WLB offerings through newsletter, website, e-mails and media Interactive website resource: http//hr.healthcare/ucla.edu/wellness/index.html