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Behavior in the Workplace Evidence-Based Leadership Practices for Creating a Positive Workplace Jo Manion PhD RN CNAA FAAN 1/8/07 NCSBN.

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Presentation on theme: "Behavior in the Workplace Evidence-Based Leadership Practices for Creating a Positive Workplace Jo Manion PhD RN CNAA FAAN 1/8/07 NCSBN."— Presentation transcript:

1 Behavior in the Workplace Evidence-Based Leadership Practices for Creating a Positive Workplace Jo Manion PhD RN CNAA FAAN 1/8/07 NCSBN

2 Never before have organizations paid more attention to talent … Keeping it. Stealing it. Developing it. Engaging it. Talent is no longer just a numbers game; its about survival. Kaye & Jordan-Evans, Bowles, 1991

3 The Plan Cost of Turnover What is Being Done The Study Design What Managers Actually Do Ramifications for Individuals & Organizations

4 Cost of Turnover $$$$

5 Gelinas & Bohlen, VHA Tomorrows Work Force, 2002 Replacement costs as % of total payroll base compensation 22 % Average replacement cost per skilled employee $28, Reduce overall turnover from 31 – 25%, the replacement costs savings $814,045 per year Reduce overall turnover from 31 – 20%, the replacement costs savings $1,424,578 per year Economic Benefits of Retention

6 Cost of Turnover $$$$ Damages the Brand Loss of Experience, Knowledge & Connections Felt Rejection

7 Resignation is not just a behavioral act; it is also a state of being. Manion, Health Forum Journal, Sept., 2000

8 Recruitment is a key strategy for the current workforce shortages, but isnt enough. It does no good to recruit and select the right people if you cant keep em. Manion, Health Forum Journal, Sept., 2000

9 What kept you?

10 What Kept You? Exciting work, challenge Career growth, learning & development Great people Fair pay & benefits Good boss Pride in organization, mission, product Great work environment, culture Recognition, valued, respect Meaningful work, making a contribution Autonomy, creativity, sense of control Flexibility: work hours, dress, etc. Security Location Diverse, changing work Fun Responsibility Being part of a team Work/life balance Loyalty & commitment Comfort on the job

11 89% of all managers STILL believe it is about $$$$$ Why do people work? Kaye & Jordan-Evans, 2002

12 Intrinsic Motivation Meaningful Work Positive Relationships Choices Competence Progress

13 Strategies Inspire for Meaningful Work Build Healthy Relationships Create Choices Coach for Competence Cheerlead for Progress

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15 1.What does a culture of retention mean to you? 2.What characteristics do you think of when you think of a culture of retention?

16 What do leaders do to create a culture of retention in their area of responsibility?

17 The Participants Current managers with direct reports Recommended by others as an individual who has successfully created a culture of retention Combination of low turnover rates, waiting list of interested staff, positive patient or service outcomes, healthy employee relationships, high employee and physician satisfaction levels

18 The Study Design Telephone & face-to-face interviews with 32 managers Face-to-face interviews with 3 of the people to whom they report 3 focus groups of their employees Nurse managers, directors of pharmacy, imaging, PT, RT & Business Office

19 Analyzing the Data Used a categorical-content analysis approach Let the themes emerge from the participants stories & examples Code the interviews to determine most common strategies or interventions

20 Defining a Culture of Retention Its creating an environment where people want to stay. It means that people enjoy their work so much and the people they work with that they want to stick around and get involved. Everybody is trying to make it a great place to work. Its an environment that meets peoples needs.

21 Defining a Culture of Retention Its a culture where employees know they are valued. When they come to work, they enjoy being here, they feel good about being here. They feel safe. They can trust each other that the job will be done and done well. They wake up in the morning and want to come to work. They are interested and want to be here.

22 Its more than a culture of retention, its a culture of engagement & contribution. Because that will lead to a culture of retention. Its not enough that you stayed for 30 years. Its what are you giving? How are you contributing?

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24 Forge Strong Connections Focus on Results Partner with the Staff Coach for & Expect Competence Put the Staff First Creating a Culture of Retention

25 Put Staff First My staff comes first, not the patient comes first. Because if I make my staff feel valued and respected and good about what they do, then theyre going to give the best care in the world. I know that if Im looking out for them, they will look out for the department. They know when they need me I will be there for them. If the staff is going to put service first, I have to put them first. They have to feel that you have their interests at heart. That they are important and not being used & abused.

26 Put Staff First Caring for them as people

27 Caring for Them Its caring about people and not just their work. I dont allow staff to be dumped on. By anyone! They know I love them. I have fallen in love with my staff.

28 We are re-focusing on the deep longings we have for community, meaning, dignity, purpose, and love in our organizational lives. We are beginning to look at the strong emotions of being human, rather than segmenting ourselves by believing that love doesnt belong at work, or that feelings are irrelevant in the organization. Margaret Wheatley, Bowles, 1991

29 The caring part of empathy, especially for the people with whom you work, is what inspires people to stay with a leader when the going gets rough. The mere fact that someone cares is more often than not rewarded with loyalty. James Champy, Bowles, 1991

30 Put Staff First Caring for them as people Treating others with respect

31 Treating Them with Respect They have the right to challenge me on any decision. Im open to that. If I say something wrong, they will come and tell me. I always respect their opinions and I dont judge them. I listen to what they are telling me. I treat them with respect in all situations. I never speak badly of anyone in front of others. I am just in awe of what they do, I am just stunned by it. Their hearts are so big! They amaze me every day. I trust that they are honorable people, if they tell me they need something, I believe it.

32 Put Staff First Caring for them as people Treating others with respect Using appreciation & recognition liberally

33 Appreciation & Recognition Getting peoples accomplishments in a newsletter Bulletin boards to share the thank yous Recognition tool kits … give aways Events during recognition weeks Displaying evidence of accomplishments Clinical advancement programs Taking peoples pictures & posting them Thank you notes & special occasion cards Acknowledgement in front of others

34 Put Staff First Caring for them as people Treating others with respect Using appreciation & recognition liberally Meet their needs

35 Getting involved in the everyday problems of your people may violate the HR rule-book, but its also the single best way to build an emotional bond with your employees. Katzenbach, Why Pride Matters More Than Money, Bowles, 1991

36 Put Staff First Caring for them as people Treating others with respect Using appreciation & recognition liberally Meet their needs Listen & respond

37 Put Staff First What took too long today? What is just plain silly? What is holding you back from doing your best work? What keeps you up at night? Ask questions & listen to the answers:

38 Listen & Respond They are the ones with the gems. They will come to you with their problems. Youll know what needs to be fixed, cause theyll tell you whats broken. I address issues they have brought up, it surprises them sometimes. I may not have the answer right away because I like to go back and process things, but I always get back to people and they really appreciate that. Listening is probably one of the most important things I do. I repeat what they said and then I get back to them on it.

39 Put Staff First Caring for them as people Treating others with respect Using appreciation & recognition liberally Recognize & appreciate diversity Meet their needs Listen & respond Support

40 Forge Strong Connections Put the Staff First Creating a Culture of Retention

41 Forge Strong Connections Connect with people, as people Get to know them

42 Get to Know Them Its understanding whats important to them outside the institution. That theyre human, that they have important lives and need to feel valued. I know all of them. I know their names, their families, their dogs, what they like to do. I dont do it as a strategy. I do it from my heart, but I know it makes a huge impact on them. Because I remember.

43 Forge Strong Connections Connect with people, as people Get to know them Create a sense of community Hire the right people

44 Hire the Right People I look for people who are passionate around their work. Im very selective. I know that if people want to learn the job, they will. Im looking at attitudes and behaviors, enthusiasm. We look for people that really have the energy and the sort of sense of humor that fits with our group. I want someone who has the heart and the caring and this is of interest to them. We want someone who is going to contribute, participate on committees, be a part of whats going on.

45 Forge Strong Connections Connect with people, as people Get to know them Create a sense of community Hire the right people Have fun together

46 Have Fun Together We try to keep it lighthearted. I have a good sense of humor. They see that and it sets the tone for the department. I use humor and fun to emphasize the things I think are important. For example, we always celebrate the end of orientation. I take the orientees out to breakfast … and the preceptors out to dinner. We have so much fun at our parties, we started having these little cookouts every month or so. One of staff brings his grill & well do hamburgers & hotdogs around 6 pm so oncoming and off going staff can have some. We invite everyone.

47 Forge Strong Connections Coach for & Expect Competence Put the Staff First Creating a Culture of Retention

48 Coach for & Expect Competence Sets high standards & expectations

49 Sets High Standards My leadership team and I actually look for and create new goals every year so that people are always feeling challenged. So were always on the cutting edge. You cannot be satisfied with what you did last year. I have very high expectations, I expect them to participate in PI efforts, to attend the committee meetings that they are on, to practice their profession in a quality way. I dont expect anything of them I wouldnt do myself. I have high standards, but Im a soft touch person. There are a core set of rules, like patient safety. We dont bend rules there.

50 Coach for & Expect Competence Sets high standards & expectations Coaches for development

51 Coaches for Development I am very well known for developing my staff. I have given birth to 10 managers here I look for opportunities for them. I get them involved in things. I ask them, what do you want to do? Each employee has special strengths and it means recognizing those and asking people where they would like to develop. They may like teaching others, or improving their clinical skills, maybe they want to be a manager or a case coordinator. So what kinds of experiences would be beneficial to help them prepare for that role?

52 Coach for & Expect Competence Sets high standards & expectations Coaches for development Models behavior

53 Models Behavior I have faced many situations that would get most people down, but I dont let it. Im choosing my attitude every day. You have to lead by example. We have to help each other. This job is difficult enough as it is. We just need to be supportive of each other. If you see that someone is sinking and having a really tough day, help them out. I try to model the behavior I think employees want … they want honesty, they want fairness, and they want to see that I treat everyone the same.

54 Coach for & Expect Competence Sets high standards & expectations Coaches for development Models behavior Manages performance

55 Manages Performance You have to deal with problems head on and not let them fester. I hold people accountable for their behaviors. We follow a process, its time-consuming, but you know what? They either comply or they move on. Heres the bar. Its set right here and if you dont get up to that bar, then there are consequences. Too many people are afraid to discipline, afraid to counsel, because of workforce shortages. But the reality is, you cant keep bad apples. You really dilute the quality of service and the morale.

56 Manages Performance You know, it takes a lot of time and energy, but you have to. In my most difficult conflict times over the years in management, I never ran away from it. I knew I was going to be in the hotseat, but I will not let that stop me from doing what I needed to do. When employees bring these problems, they want to see that they are taken care of. They want to know, to trust that something will happen.

57 Forge Strong Connections Focus on Results Coach for & Expect Competence Put the Staff First Creating a Culture of Retention

58 Focus on Results Solve problems

59 Solve Problems I try and deal with whatever they need in a very timely manner. I try and be very responsive to them. They dont have to come back to me again and say whatever happened with? People know theyve been heard when the problem is solved. Taking action very quickly is crucial. Delay, delay, delay will kill them and the managers reputation & credibility. If they bring something forward or you see something wrong, take care of it now.

60 Focus on Results Solve problems Empower & involve employees

61 Empower & Involve Staff A big role of the leader in this environment of retention is that you start giving up as much power as possible. I measure my success by how little they need me anymore! Micromanaging kills you. Youve got to let go. You think youre going to do it all, but you cant. It will kill you. Youve got to have everyone helping you. I want to create more leaders on my unit, people that can just take the ball and run with it instead of always feeling like they have to come to me. And my goal is to get them so self-sustaining that they dont need me anymore.

62 Focus on Results Solve problems Empower & involve staff Responsiveness to staff Provide adequate resources Create a pleasing physical environment

63 Forge Strong Connections Focus on Results Partner with the Staff Coach for & Expect Competence Put the Staff First Creating a Culture of Retention

64 Partner with the staff Works interdependently

65 Partners with Staff My job is to facilitate their work. I make a joke about it, but really the truth is that I work for them. They dont work for me … I work for them. All of these things create a sense that Im working for them, and it creates an environment where theres mutual respect between us. Its understanding that its never about me …its about we. Im not retaining people, we are. My job, and I can never forget this, my job is to provide service to those employees. Thats my job, Im working for them.

66 Partner with the staff Works interdependently Visibility

67 I just make a point of getting out at least once a day, making rounds and seeing everyone. Where ever I can just jump in and help out … thats a good opportunity to be with that employee. Im here in the morning to see the night shift, and then in the afternoon to see the evening shift. I spend time out at the desk … I take as much of my work out there that I can. Just to be around people. I block time out on my calendar to make rounds.

68 Partner with the staff Works interdependently Visibility Accessibility

69 Im out there with them. I tell them, Im available … this is what Im here for. If you need me or need to talk about something, Im here. Things like where your office is is important. What you wear to work. If you come in dressed to work or you are in business attire. Wearing the proper clothing that sends the message, if you need my help, Im ready. I post my schedule on the my door so people will know where I am at all times. If they want to talk to me and dont know where I am or when I am coming it, it creates a lot of frustration. This way they know.

70 Partner with the staff Works interdependently Visibility Accessibility Establishes clear boundaries Communication is open & honest

71 Open Communication I am very honest with them and tell them: I will tell you the way it is, whether you like it or not …Im going to tell you. Its going to come from me. The good and the bad, you will hear it from me. If you hear it elsewhere, its gossip. I dont hide anything from my employees that they need to know. I am very up front with them. The previous leader lost their trust because of misinformation given. I expect the same from them that they expect from me. I try and approach things from a no surprise perspective.

72 Forge Strong Connections Focus on Results Partner with the Staff Coach for & Expect Competence Put the Staff First Creating a Culture of Retention

73 The people in the good-to-great companies did things that seemed so incredibly obvious, straightforward, simple… the comparison companies may have been very smart people, brilliant, but they saw things as complex, and they had elaborate plans and complicated strategies. Jim Collins,in HealthForum Journal, Bowles, 1991

74 Action Plan What should I start doing? What should I stop doing? What should I keep doing? What are 3 action steps to which I will commit?

75 Ramifications/Individual Do an honest self-appraisal--- How do I measure up against these five principles? Look for opportunities to apply these 5 principles Seek out other supportive managers Incorporate self-care into daily routine Find your voice, speak up & speak out Use evidence-based leadership practices

76 Ramifications/Organization Know what makes the difference, expect evidence-based leadership practice Provide necessary resources, not just lip service Leaders need authority to solve problems and change what needs to be changed Provide support for dealing with polarities & managing boundaries Recognize & reward those who are effective rather than letting them be penalized in the system Strengthen the working effectiveness between HR and operational managers

77 Creating a culture of engagement is hard work, but, it isnt rocket science and it doesnt cost a lot of money. Developing such a culture requires being authentic, caring about people and making yours a good place to come to work.

78 ... it is far too late and things are far too bad for pessimism. In such times as these, it is no failure to fall short of realizing all that we might dream; the failure is to fall short of dreaming all that we might realize. Dee Hock, 1999


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