What can a healthcare organization learn from major catastrophes like Deep Water Horizon and Three Mile Island? We take a look at how little, seemingly innocuous mistakes tend to snowball into disasters and what hospitals and other care providers can learn from them, here.
In order to provide patient-centered care, you need to hire, keep and grow quality talent. Here, we take a look at how performance management can help you do just that.
Leadership talent is hard to come by, and that’s especially true in the healthcare space. In order to meet organizational demands, talent managers are turning to these leadership development trends to grow candidates from within.
In my experience, many nurse managers don’t spend as much time connecting with their team members as they should. Research from Knowledge@Wharton shows that team members are more engaged when they feel a strong connection with their leader and the organization, but research also shows that leaders think they connect and communicate far more than their employees perceive they do.
A structured, proactive approach to leadership development in healthcare is an essential hallmark of many organizations across the care continuum. However, many healthcare organizations don’t have a defined process for identifying potential leaders and preparing them to succeed in their new role.
Performance management standards are evolving. As digital technologies and new research come into play, organizations are rethinking their approach to core human resources functions.
Your healthcare organization succeeds or fails based on the performance of your employees. It really is that simple. No organization can excel in patient satisfaction when employees are disengaged.
The first 90 days for a new hire are crucial for employee engagement. Candidates join your organization because they’re excited about your opportunity, and a good employee engagement strategy will build on that excitement from day one.
Most HR professionals agree that it’s important for employees to have well-articulated goals to guide their work. However, goals alone are not enough. Healthcare organizations have discovered that providing employees with mentoring and coaching, in conjunction with goals, leads to greater employee accountability and better on-the-job performance. Performance management is only effective if it’s a
Improving patient care has always been a healthcare priority, but outcomes are now tied directly to the bottom line. The Center for Medicare and Medicaid Services (CMS) takes into account quality care and patient satisfaction measures to determine how much they will reimburse eligible providers. Interactions between healthcare employees and patients can often determine the patient