3 ways to build a better health care workplace · organization was a great place to work, they were...

Report

3 Ways to Build aBetter Health CareWorkplace From the 2017 Best Workplaces in Health Care

©2017 Great Place to Work®. All Rights Reserved. greatplacetowork.com

Report

©2017 Great Place to Work®. All Rights Reserved. greatplacetowork.com2

3 Ways to Build aBetter Health Care WorkplaceReport

Health care professionals know that caring for people requires more than clinical skills, cutting-edge equipment, and a high-functioning organizational structure. No matter where a health care professional is in the continuum of a patient’s healing, outcomes are better when delivered with immense empathy and a personal connection.

That can put quite a demand on health care workers. It is well documented that burnout rates among clinical professionals are rampant – as high as 50% in some specialties.

On top of the inherent challenges of their work, many health care professionals are navigating an increasingly complex and ever-changing regulatory environment. The need for effective leadership and better support for health care workers has never been more crucial.

Building better health care workplaces can have a profound, even an exponential impact – on the many professionals who work there and the patients whose lives are put into their hands. And according to our 2017 Best Workplaces in Health Care, that translates into clear organizational benefits.

Higher HCAHPS scores.

Lower average rates of full-time turnover.

Intent to Stay

Healthy Workplace

82% of employees report a psychologically and emotionally healthy workplace (vs. 77% at non-winners).

87% of employees at the Best Workplaces say they want to work there for a long time (vs. 83% at non-winners).

87%

83%

0 20 40 60 80 100

Winners

Non-Winners

82%

0 20 40 60 80 100

Winners

Non-Winners 77%

https://wire.ama-assn.org/life-career/medical-specialties-highest-burnout-rates

https://www.greatplacetowork.com/best-workplaces/health-care/2017

http://www.hcahpsonline.org/home.aspx



50

60

70

80

0

10

20

30

40

Overall Hospital Rating Recommend Hospital

76% 79%72% 72%

Winners

U.S. Average

Best WorkplacesHCAHPS scoresvs. NationalAverage

HCAHPS Scores:

So How Do You Get There?

This year’s Best Workplaces in Health Care offer several insights into how to improve and create work environments that support and empower your people. We identified three key trends that winning companies do well:

Inherent in today’s health care environment are high stakes and rapid change. The organizations most able to successfully navigate this complexity have a clear mission and a supportive working environment,” says Paul Thallner, a partner at Great Place to Work. Foster resiliency in times of change.

Create a culture of support and caring among colleagues.

Invest in professional development and growth opportunities.

1

2

3



Foster Resilience inan Uncertain Industry

These top workplaces have a psychologically healthy atmosphere, set clear expectations, know how to communicate effectively and often take a collaborative approach to management – all traits that we have linked to organizational resilience. Our research has found that when health care organizations scored high in these areas, employees were nine times more likely to think their company is a great place to work.

Amid provider consolidation, skills shortages, evolving technology and uncertainty around the Affordable Care Act, change fatigue has become a threat to the medical workforce. The best workplaces stand out for their resilience during a challenging time.

My employer continues to recognize health care as a moving target with many facets. As a result, they are prepared to distribute to their employees the necessary resources and tools to assist staff with all of the challenges and changes,” says one team member at Mayo Clinic.

“My employer continues to recognize health care as a moving target with many facets. As a result, they are prepared to distribute to their employees the necessary resources and tools to assist staff with all of the challenges and changes,” says one team member at Mayo Clinic. “I know when I come to work, I will be able to count on my employer to provide me with the current education, tools, knowledge to do my job.”

Mayo employees stay up-to-date with online webinars, forums and other resources available on a robust intranet. The organization invests in comprehensive internal communications campaigns to explain its current strategy and promote its values. Quirky video contests even give team members a chance to show off their departments’ contributions to Mayo’s wider purpose.

Top-ranking workplace Texas Health Resources promotes two-way communication on the changes they implement. Executives conduct regular “rounds” to check in with the departments they oversee and gather feedback that informs their decisions. When a challenge appears, says one employee, “The people here all work toward a common goal and help each other to get there together… They all seem to have the best at heart for their patients, staff and each other.”

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http://reviews.greatplacetowork.com/mayo-clinic

http://reviews.greatplacetowork.com/texas-health-resources



Health Care Employees giving their Employers High Scores on the Organizational Resilience Index are:

9x more likely than those at peer companies to

say they look forward to coming to work

3x more likely to say that co-workers are willing

to give extra to get the job done

4x more likely to stay with their companies for a

long time

3x more likely to tell others they’re proud of

where they work

Number of DealsNumber of Hospitals

Hospital MergerAnnouncementsby Year

OngoingHealthSystemConsoildation

Source: American Hospital Association(1998-2015)

0

50

100

150

200

250

300

350

’98 ’99 ’00 ’01 ’02 ’03 ’04 ’05 ’06 ’07 ’08 ’09 ’10 ’11 ‘12 ‘13 ‘14 ‘15YearA

nnou

ncem

ents

139

110

86 83

5838

59 51 57 58 60 5272

8878

93107

8899 102

287

175

132118

101

56

236249

149

80

125

160175

265

293

242

This is a psychologically and emotionally

healthy place to work.

Management makes its expectations clear.

I can ask management any reasonable

question and get a straight answer.

Management keeps me informed about

important issues and changes.

I believe management would lay people off

only as a last resort.

Management involves people in decisions that

affect their jobs or work environment.

Management genuinely seeks and responds

to suggestions and ideas.

The Organizational Resilience Index:Employee survey statements linked to a positive experience of organizational change:



Build a Culture Where Caregivers Care for One Another

“When I’ve worked with organizations in health care, I sometimes see striking inconsistency between the way employees treat patients and the way they treat each other,” says Thallner. “One thing that distinguishes the most effective employers is a consistent professional collegiality and empathy at all levels of the organization at all times. This leads to better care, and better patient outcomes.”

New regulatory frameworks and strategic directives from leadership can generate additional anxiety and stress that multiplies as it travels down to front-line employees.

In other words, a changing industry makes strongconnections among co-workers even more importantfor their success as a team.

While many health care organizations provide workers with a deep sense of purpose, they often also carry the burden of high levels of stress and professional burnout.

2

One thing that distinguishes the most effective employers is a consistent professional collegiality and empathy at all levels of the organization at all times. This leads to better care, and better patient outcomes.” says Paul Thallner, a partner at Great Place to Work.

At the Best Workplaces in Health Care, 93 percent of employees describe their organizations as friendly. About the same amount say they’re welcoming to newcomers. Some are even taking a page from Silicon Valley and offering perks that encourage casual interactions and social opportunities on the job (like a free coffee cart, communal dart board, or even an in-office arcade game.)

The culture at these winning workplaces goes beyond just friendliness. Our research found that when employees said their organization was a great place to work, they were 28 times more likely to say it was a psychologically and emotionally healthy place to be. Clearly, a strong sense of camaraderie and team spirit at work fosters the kind of emotional resilience needed to make a great health care workplace.

https://wire.ama-assn.org/life-career/medical-specialties-highest-burnout-rates



4 Practices to Encourage Social Support in the Workplace.

Baptist Health South Florida contributes $2 for every $1 team members give to the organization’s Sunshine Fund. The proceeds provide interest-free loans to colleagues facing emergencies and financial crises.

1. Employee-to-employee givingGenentech never passes up an opportunity to rally around its work. Social gatherings every Friday afternoon give team members a chance to unwind with their peers. Employees all take part in bell ringing events when a new medication reaches approval. And there’s even an Awesome Failure Award for taking risks on projects that don’t pan out.

2. Leadership-led conversationsAtlantic Health System’s CEO has hosted more than 350 employees so far during weekly conversations about the direction of their organization. The sessions not only improve communication between Atlantic Health’s leadership and front-line co-workers. They also give people a chance to meet and chat with colleagues in departments they don’t usually interact with.

3. Celebrating success (and failure)

Novo Nordisk employees can offer public kudos to their colleagues for their hard work and the ways they reflect the company’s values. Managers also use this program, called WAY to Go!, to award points that team members can redeem for gift certificates and other prizes.

4. Praise from peers



3

Invest inProfessional Development

This is hardly surprising given the frequent requirements for continuing education and proficiency with new technology in the industry. Take just one example: the massive shift to Electronic Health Care Record Systems that many are still adapting to. Driven by health care reform, adoption of electronic health records increased nine-fold from 2008 to 2015. Training a single physician on a new EHR system can easily take 24 working hours or more.

Leading health care organizations see the link between consistent training and employees’ professional well-being. They also make the effort to provide flexible educational opportunities that work with professionals’ schedules – such as e-learning libraries, alternatives to classroom training and tuition reimbursement.

Employers in health care who report consistent access to professional advancement were:

3x more likely to look forward to coming to work

2x more likely to say that people are willing to give extra to get the job done

2x more likely to tell others they are proud of where they work

People at the Best Workplaces in Health Care were more likely to report access to training and professional development – opportunities we found were strongly related to measures of motivation and pride among employees in health care.

I have recently transferred to the new AMP Clinic – transferred from one job to a completely different job – and I have been so welcomed here. I am getting all the training needed and am not having to figure this all out on my own.” recalls one employee with Scripps Health.

https://dashboard.healthit.gov/evaluations/data-briefs/non-federal-acute-care-hospital-ehr-adoption-2008-2015.php

http://medicaleconomics.modernmedicine.com/medical-economics/content/tags/accelerating-roi-your-ehr-purchase/ehr-implementation-training-pays-d

http://medicaleconomics.modernmedicine.com/medical-economics/content/tags/accelerating-roi-your-ehr-purchase/ehr-implementation-training-pays-d

http://reviews.greatplacetowork.com/scripps-health



Uncertainty surrounding U.S. health insurance won’t be resolved any time soon. Medical technology never stops advancing, and confronting the realities of illness every day will always add an emotional weight to the field of health care.

Since change is constant, the best thing health care employers can do is provide a more resilient, supportive environment. In the end, that means team members who can realize their full potential, and patients who receive more compassionate, effective care.

Conclusion:

Published together with our partner, Fortune, the Best Workplaces in Health Care rankings are based on feedback from more than 87,770 employees at Great Place to Work–Certified™ organizations in health care, including the biotechnology and pharmaceutical sector. Employees completed our anonymous Trust Index© survey, answering questions about how frequently they experience the building blocks of a great workplace. Employees rate leadership strength and integrity, pride in their work and organization, and the quality of relationships with co-workers, among other factors. Results from the survey are highly reliable, having a 95 percent confidence level and a margin of error of 5 percent or less.

Earning a place on this list indicates the company has distinguished itself from peers by creating a Great Place to Work For All™. Rankings reward organizations where not only the majority of their employees experience a great place to work, but these experiences are highly consistent regardless of who people are or what they do within the organization. Results are considered based on the complexity of the employee population and relative to peer performance.

About the Best Workplaces in Health care




2017 Best Workplaces in Health Care

Rank RankCompany CompanyHeadquarters HeadquartersEmployeesGlobally

EmployeesGlobally

18,815 13,445

8,232 5,237

15,073 1,879

3,785 4,594

11,203 25,314

4,180 10,899

892 546

11,926

Arlington, Texas San Diego, California

Dallas, Texas Plainsboro, New Jersey

Coral Gables, Florida Lewisville, Texas

Miami, Florida Indianapolis, Indiana

Memphis, Tennessee Clearwater, Florida

Memphis, Tennessee New Haven, Connecticut

Lake Forest, Illinois Ardsley, New York

Morristown, New Jersey

01 09

03 11

05 13

02 10

04 12

06 14

07 15

08



2017 Best Workplaces in Health Care

Rank RankCompany CompanyHeadquarters HeadquartersEmployeesGlobally

EmployeesGlobally

16 24

18 26

20 28

17 25

19 27

21 29

22 30

23

Dallas, Texas Uniondale, New York

Cleveland, Ohio Columbus, Ohio

Jackson, Michigan Northbrook, Illinois

Atlanta, Georgia Purchase, New York

Dallas, Texas South San Francisco, California

Columbus, Ohio Pittston , Pennsylvania

Rochester, Minnesota Cambridge,Massachusetts

Miamisburg, Ohio

39,504 1,564

40,948 577

1,838 2,589

8,664 1,186

3,554 14,815

21,889 1,357

63,480 54

10,159



About Us For 30 years, Great Place to Work® has worked with leading

companies from around the world to identify and build

high-trust, high-performance workplace cultures. Our

research has proven that building great workplaces to work

for all isn’t just the right thing to do, it’s better for business.

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3 ways to build a better health care workplace · organization was a great place to work, they were...

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