Category: Organizational Effectiveness

Methodist Health System Named Among 150 Great Places to Work in Healthcare

Becker’s Hospital Review Recognizes Methodist for Fourth Consecutive Year

5/15/14

Methodist Health System has been named one of Becker’s Hospital Review’s 150 Great Places to Work in Healthcare for the fourth consecutive year.

“Methodist is honored to once again be recognized as one of the best employers in the health care industry,” says Methodist Health System CEO and President Stephen L. Mansfield, PhD, FACHE. “Fostering a healthy work place underscores our mission to provide excellent quality patient care in a compassionate, healing environment.”

Methodist was lauded by Becker’s for earning widespread local and national recognition as a great place to work. In 2014, the Dallas Business Journal named Methodist one of the “Best Places to Work in North Texas” for the eleventh consecutive year and one of the “Healthiest Employers in North Texas.” The Advisory Board recognized Methodist for excellence in engagement and earlier this year, Methodist was awarded platinum distinction as a Fit Friendly company by the American Heart Association.

Becker’s also recognized Methodist for excellent employee benefit packages and tuition reimbursement, the way its “faith-based mission resonates with staff,” and for the 30 Minute Club, in which Methodist employees can choose to donate a portion of each paycheck to capital improvement projects, the Basic Employee Needs (BEN) Fund, the Life Shines Bright Pregnancy Program, or the Methodist General Fund.

The 2014 150 Great Places to Work in Healthcare list was developed through nominations and editorial research. Organizations were chosen for their robust benefits, wellness initiatives, professional development opportunities and work environments that promote employee collaboration and satisfaction.

About Methodist Health System

Guided by the founding principles of life, learning, and compassion, Methodist Health System (Methodist) provides quality, integrated care to improve and save the lives of individuals and families throughout North Texas.  Methodist Dallas Medical Center, Methodist Charlton Medical Center, Methodist Mansfield Medical Center, Methodist Richardson Medical Center, Methodist Midlothian Health Center, and Methodist Family Health Centers are part of the nonprofit Methodist Health System, which is affiliated by covenant with the North Texas Conference of The United Methodist Church. Additional information is available at www.methodisthealthsystem.org. To see why Methodist Health System is a brilliant choice for your career, join our talent community at Jobs.MethodistHealthSystem.org and connect with us through Facebook, YouTube, Twitter and our blog.

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Human Resources
1441 N. Beckley Avenue
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Contact: Suzanne Lewis
214.352.5929
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Recognizing Employees for a Job Well Done

By Chris Loyd
Human Resources Director
Methodist Richardson Medical Center

Valuing employees and recognizing them for a job well done is a core value at Methodist Richardson Medical Center and throughout Methodist Health System. But all recognition is not created equal. Just ask baby boomers about recognition and compare their responses to millennials’. Baby boomers want to be recognized for their knowledge, experience, loyalty, and years of service to the organization. Millennials want regular recognition to keep their work batteries charged. Understanding these differences and how they motivate our diverse employee base helps us keep all of them engaged and connected to our organization.

U.S. News and World Report recently issued its latest list of top occupations based on the Labor Department’s predictions on hiring demand. The job rankings also include employment rate, salary, job opportunity, and job satisfaction. Nearly 40 percent of their best jobs are in the health care category which includes:

  • Dental hygienist
  • Dentist
  • Nurse practitioner
  • Occupational therapist
  • Pharmacist
  • Phlebotomist
  • Physical therapist
  • Physician
  • Physician assistant
  • Registered nurse.

A recent CareerBuilder and Harris Interactive survey found 21 percent of full-time employees hope to change jobs in 2014, up from 17 percent of job-changers in 2013. That’s why organizations, including hospitals and health systems, are focusing on retaining employees. High turnover contributes to increased costs, lost productivity, and increased opportunity for errors.

Methodist has a comprehensive employee recognition program that is a key pillar of our overall retention strategy.

  • Methodist conducts periodic employee engagement surveys to identify opportunities for improvement. Action plans and follow-up surveys help us determine if improvement has occurred.
  • We celebrate success, whether it is a group or an individual. We honor employees for their service to Methodist at our annual service awards program.
  • Our G.R.E.A.T. Awards (Giving Recognition for Excellence, Achievement, and Teamwork), celebrated bimonthly at each Methodist campus, provides physicians, patients, families, and colleagues the opportunity to recognize an employee for his or her outstanding performance.
  • We provide many professional development opportunities for our employees as well as have quarterly leadership meetings and annual leadership conferences throughout the Methodist system.
  • At Methodist Richardson, we honor five or six employees each quarter who have received recognition into the President’s Club. These employees have been nominated because of their outstanding service to patient care and their willingness to go above and beyond the call of duty. They are invited to have lunch with Ken Hutchenrider, Methodist Richardson’s president, and thanked with a three-course catered meal served in the board room complete with linens and china. They also receive a President’s Club pin and certificate.

Employee engagement is a core value at Methodist. That’s why we’ve developed a targeted recognition and retention approach that includes:

  • Daily recognition
  • Ongoing appreciation
  • Routine communication including updates, developments, awards, changes, and more
  • Asking for employees’ ideas about how to improve processes, efficiencies, and work environment
  • Providing employees with the opportunity to develop plans to implement their improvement ideas, then celebrating their creative ideas and supporting their efforts as ideas continue to be fine-tuned
  • Engaging all employees to continually improve their work environment at the unit level.

At Methodist, we recognize that honoring employees for their contributions to our organization is hard work. But it’s worth it. Methodist’s size and scope offers many opportunities to collaborate within a facility and among system facilities to share best practices from campus to campus. You simply can’t find that in larger organizations.

Get recognized for your ideas and your willingness to go the extra mile by choosing Methodist Health System. Learn more by visiting Jobs.MethodistHealthSystem.org.

© Methodist Health System

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How to be a Happier Employee

By Judy Laister
Human Resources Director
Methodist Mansfield Medical Center

Here’s a fact that has the entire Methodist Health System family beaming. The Advisory Board, a health care think tank whose members represent approximately 94 percent of the U.S. News and World Report’s best hospitals, has recognized Methodist as having one of the nation’s most engaged workforces for the second year in a row. That’s great, but what does it mean for our employees, the health system, and the patients who trust us with their well-being?

We believe that to have truly engaged employees, the employee must be involved in work decisions and be heard. Methodist employees actively participate in workflow processes they perform on a daily basis. Employee surveys tell us that they appreciate:

  1. Being recognized as subject matter experts
  2. Being given opportunities to provide input into how tasks can be performed more efficiently
  3. Their autonomy to influence the decisions that affect their daily work life. As a result, employees feel that they make significant contributions and that their opinions matter.

The results? Happier, more engaged employees provide better experiences for our patients. Many candidates understand the concept of engagement just as they know about shared governance. At Methodist Mansfield Medical Center, employees are engaged in staffing committees to review issues such as schedules and quality. If opportunities for improvement are identified, a group of employees is assembled who are subject matter experts. The group determines what needs to be changed or improved and helps to put the new process in place.

We’ve ingrained employee engagement into the dialogue we have with prospective employees. Here, every newly hired employee must be interviewed by peers before his or her employment is finalized. It’s very important for the prospective employee to interface with others in the department and get the real picture of what engagement looks like from the department perspective. Peer interviewers are handpicked high performers who complete special training. Since beginning this practice in 2012, our turnover rate has decreased significantly. Hearing what the staff has to say has made the difference.

Becoming an engaged employee may be the best thing you could do for a happier career. Here are three tips:

  1. Find your passion. What are you interested in? Do you want to be part of making a change for the better? Once you’ve identified your passion, you are on the path to be more successful in a highly engaged work environment.
  2. Volunteer for committees or counsels where you are confident in your skills and have knowledge to share. Start small. Take on one project that you’re passionate about and help make a difference.
  3. Seek counsel from your manager or Human Resources representative for suggestions and learn how you can make contributions.

If you’re ready to engage with an organization that values your time, talents, and achievements, we look forward to adding you to our Methodist Health System family. Learn more by visiting Jobs.MethodistHealthSystem.org.

© Methodist Health System

EOE/MF/D/V

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Engaged Employees Contribute to the Methodist Health System Difference

By Steve Maffei
Organizational Effectiveness Director
Methodist Health System

Employee engagement has become a hot topic in health care. Why are hospitals so focused on this metric and how does it influence quality of care and the patient experience?

Methodist Health System identified employee engagement as a touchstone measurement a few years ago. Partnering with the Advisory Board Company, Methodist launched their first formal employee engagement survey in 2011 and surveyed employees once again in 2013. The Advisory Board is a health care think tank based in Washington, D.C. Approximately 94 percent of the U.S. News and World Report’s best hospitals are members of the Advisory Board, including more than 4,100 health care and higher-education organizations.

The survey includes questions designed to measure the level of employee engagement in an organization. Areas of focus include:

  • Organizational loyalty: how likely employees are to recommend Methodist as an employer
  • Organizational commitment: how likely employees are to remain with their employer
  • Organizational support: how strongly employees feel that the organization inspires them to do their best
  • Employee discretionary effort: how likely employees are willing to do more than their job requires to see that the organization succeeds.

The results of the 2013 survey revealed that Methodist has one of the most engaged workforces among all participating organizations across the country. With more than 80 percent of employees participating in the survey, 53 percent of Methodist employees were classified as engaged, placing us at the 88th percentile of the Advisory Board’s current participant database. This year’s results reflected both an increase in the percentage of engaged employees as well as a decrease in the percentage of disengaged employees from the 2011 survey. This is especially significant because nationally the Advisory Board’s national benchmark disengagement percentage is actually trending higher.

To what do we attribute our high level of employee engagement? We can point to several factors that are at the heart of our strategy:

  • Teamwork
  • Support for our employees’ professional growth
  • Mission and values alignment
  • Manager effectiveness
  • Feedback and recognition
  • Employee support
  • Communication and employee input

Recent research has highlighted a demonstrated link between employee engagement and improved patient outcomes, patient safety, and patient satisfaction. In 2013, Methodist was one of just 20 health care organizations nationally to receive the Advisory Board’s recognition for excellence in employee engagement and the only Dallas—Fort Worth health care organization to be honored. We think our outstanding performance on the employee engagement survey provides a firm foundation for maintaining our standard of delivering high-quality, patient-focused care and an exceptional patient experience. Personally, it has inspired me to maintain my commitment to work for an organization that is continually recognized for high levels of employee engagement.

For potential new employees, Methodist’s strong engagement survey scores reflect an organization that:

  • Does an exceptional job of communicating and keeping employees informed about how and what the organization is doing, where we are heading, and how effective we are in our efforts
  • Effectively recognizes and celebrates our employees’ performance and accomplishments
  • Is perceived as being highly mission-oriented and strongly focused on its employees’ well-being. Employees tell us they have a strong sense of pride in Methodist and want to remain a part of the culture.

If you’re ready to engage with an organization that values your time, talents, and achievements, then it’s time to choose Methodist Health System. Learn more by visiting Jobs.MethodistHealthSystem.org.

© Methodist Health System

EOE/MF/D/V

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Get on Board with Wellness

By Carrie Camin, Assistant Vice President, Wellness
Methodist Health System

When it comes to keeping fit and staying well, we all know what we need to do. The hard part is knowing how to do it. Moving from, “I can’t” to “I could” to “I can” to “I did” is not an easy journey. My job is to be a wellness champion, to coach and encourage Methodist Health System employees to achieve their optimal level of wellness.

When it comes to wellness, Methodist invests in its employees. In 2009, we established a baseline of employee information utilizing biometric screenings. In 2012, 80 percent of our employees participated in the Know Your Numbers campaign. By engaging in the process, employees qualified for discounts on their health insurance premiums. Nearly half met the highest discount tier for health status, meaning they did not use tobacco, had a body mass index of less than 30, and met two of three measures of overall health for fasting blood glucose, LDL cholesterol, and blood pressure.

Now we’re kicking off the new campaign! We want all employees to participate. This year, we’ll have similar premium discounts for employees, and we’re adding a cash reward for their significant others if they are covered by the Methodist Health Plan. As an added incentive, participants can qualify for a higher premium discount if, through a retest opportunity in March 2013, they have reduced their BMI below 30 and their body weight by 10 percent and are tobacco-free or using a nicotine quit-smoking product. The goal is to reward employees for progressing in their wellness journey. That’s not only talking the talk, but walking the wellness walk as well.

Caring about and for our employees is directly correlated with our ability to provide outstanding care to our patients. We sponsor exciting wellness activities and challenges to help employees meet their personal health goals. As an organization focused on wellness, not sickness, our goal is to be the healthiest health care system in the nation by 2016. That means that every person’s health and well-being counts.

Beginning in September, biometric screenings will be offered at our four hospital
campuses and Corporate Business Office. We are empowering people to take control of their health by offering the resources they need, and then rewarding them for progress and achievements.

Best of all, these resources are easily accessible and free to employees. They can access our health coaches, participate in team

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and individual competitions, use the Methodist mile route mapped out on every campus, take advantage of the healthy options and nutrition information in our cafeterias, and use the fitness centers at Methodist Dallas Medical Center and Methodist Charlton Medical Center. We even provide a $25 reward to participants who take their Know Your Numbers results to their primary care physician to help bridge the communication and accountability gap.

The better our biometric screening numbers, the lower the hospitalization and health care utilization experienced by our Methodist Health Plan participants. This helps us reduce our overall organizational health care costs, lower our employees’ health care costs and, at the same time, improve our employees’ quality of life.

If you’re ready to start your personal wellness journey in a supportive organization, then it’s time to choose Methodist Health System. Learn more by visiting Jobs.MethodistHealthSystem.org.

© Methodist Health System

EOE/MF/D/V

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Want a Better Workplace? Add Some FUN!

By Jerilyn Pope, LPC, RCC
Senior Organizational
Effectiveness Strategist, 
Methodist Dallas Medical Center
 

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I think Dr. Patch Adams was onto something. In the 1998 film by the same name, Robin Williams portrayed the real-life physician who understood the healing power of laughter, joy, and creativity, and how it can impact what is typically a stress-filled environment. At Methodist Health System, fun is second nature — it’s built into our culture and it shapes the way we care for our patients and their families, as well as the way we care for each other.

In my role as senior OE strategist, I work closely with the others on the OE team to focus on leadership development, change management, leadership coaching, and continuous improvement. In addition, as a licensed professional counselor, I facilitate team-building that includes personality assessments and activities that promote self-awareness. We focus on seeing things in a positive way that sets the foundation to use humor to create a fun work environment. We know that health care is especially challenging now because of all of the changes taking place. We strive to turn those challenges into positives, and find the fun and humor in stress-inducing moments.

There’s lots of research that shows humor and fun positively impact the workplace. The Great Places to Work Institute found that in Fortune’s Top 100 organizations, 80 percent of the employees said they have fun at work. When I say that fun is woven into our culture, I can cite several examples:

  • Picnics at all Methodist campuses where our employees celebrate with food, games, prizes, and other activities. The picnics are held on a workday at each Methodist hospital.
  • Friendly, fun competition between departments and campuses, such as dress your manager up in costume for Halloween, and other fun activities that support local charitable organizations.
  • Campus teams that participate in our Methodist softball league.
  • One-year anniversary celebrations for all employees, honoring their service to Methodist.
  • Annual service award banquets with videos to publicly honor and thank our dedicated, long-term employees.
  • Fun, themed recognition programs like “You Rock” and the GREAT awards.

I’ve found that there’s an art to infusing fun into the workplace. Following some simple rules about fun can assure the success of a humor-oriented environment.

  • Fun tactics should never negatively affect patient care or productivity.
  • In planning and implementing fun activities, the organization should always be aware of patients’ perceptions. Individuals who are ill and perhaps facing personal crisis may not interpret a fun activity in the same way the organization does.
  • The organizational culture needs to be built on employees respecting and valuing each other, including appreciating and celebrating diversity.
  • Leadership must set appropriate boundaries that model the desired behavior that is never at the expense of others. Employees’ self-esteem must always be maintained.
  • Employees need to feel that they have “permission” to have fun.

I’m proud to say that at Methodist we truly walk the talk when it comes to integrating fun into our everyday work lives. It provides multiple benefits to the organization and the many key stakeholder groups we serve.

  • Fun builds trusting relationships by establishing comfort levels that encourage people to be more open and honest with each other which leads to more effective communication.
  • Fun enhances the positive perspective. When you’re having fun, you see things in a different way, one that provides balance to the ever-present stress.
  • Fun promotes an energized work environment that creates and supports engaged, positive employees.

Every week I lead new employee orientation and I am asked the same question, “Why do you work at Methodist?” My answer is always the same — the people. I’m not talking about just one or two individuals. I’m talking about the entire organization. In today’s business world, that’s hard to find. I think, in large part, it’s because we recruit and hire based on our organization’s values. Our formula for employee success is simple — we recruit the best, hire the best, and celebrate the best people.

If you’re ready to have a little fun in your career, then it’s time to choose Methodist. Learn more by visiting Jobs.MethodistHealthSystem.org.

© Methodist Health System

EOE/MF/D/V

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