Improving Staff Cooperation and Goal Setting - Case Study

The following article is a collaborative effort between Karen Marcelo, Executive Director of Hinsdale Orthopaedic Associates, S.C., and Carol Anthony, an independent consultant and organizational change specialist that was engaged to help facilitate the practice improvement efforts.

This is a brief case study involving a successful surgical practice that didn't want to just settle for "O.K.". The management team, consisting of the president and executive director, decided to proactively lead changes that would enhance the practice culture by improving teamwork, morale, and office systems. With a strong sense of loyalty and work ethic as positive driving forces, the team decided to embark on a mission to improve the health of the practice.

Presenting Condition:

• 40 year old orthopaedic practice with 19 physicians and 150 staff in 5 locations
• Most leadership staff was new within the last three years
• Systems and procedures were not standardized across locations
• Morale was not positive, complaining was high
• Revenue was not maximized
• Teamwork was fragmented between departments
• Customer service was suffering
• The practice needed direction
• Administration wanted to be proactive in addressing problems and issues
• There needed to be an organized approach to addressing these issues

Treatment:

• One-day facilitated retreat with all administrative team, including two physician members, that focused on three areas of development:
  • Teambuilding
  • Coaching skills
  • Personal style and communication
• Three monthly follow up meetings with facilitator to continue teambuilding activities and develop additional management skills in the following areas:
  • Change and transition management
  • S.M.A.R.T. goal setting and project management (Specific, Measurable, Achievable, Relevant, Time bound)
  • Recognition and reward systems
  • Employee involvement
  • Practice communication methods
  • Facilitating effective meetings

Outcomes:

• Increase in productive meetings:
  • Monthly three-hour meeting with management and administrative team
  • Monthly (or more frequent as needed) meeting with office managers of various practice locations to discuss standardization of policies and procedures as well as outstanding concerns / issues / situations.)
• Aligned organizational improvement goals, and required all departments to develop S.M.A.R.T. goals with the following focus:
  • Respect for all employees
  • Orientation to customer service
  • Standardization of policies and procedures across practice sites
• Development of two employee task forces:

• Communications committee

• Responsible for creation and distribution of monthly newsletter
• Surveyed employees to identify areas for improvement
• Meet on monthly basis and forward suggestions to administration
• Employee motivation committee
  • Developed and purchased branded items for distribution to all employees (e.g., pens, note pads)
  • Provide ideas monthly to administration
• Change management:

• Provided books for all leadership team on change management; team discussed and developed plans to use more effective approaches to managing changes and transitions

• Training of employees

• Provided opportunities for employees to go to variety of seminars

• Employees who attended the seminars provided follow-up in-service sessions for other staff

• Physician involvement

• Two physicians attend the monthly meetings

• A physician and executive director attended seminar on aligning an organizational culture with its goals

• Physicians volunteered to provide a recognition event for staff

• Physicians were energized in a discussion in volunteering to recognize the efforts of the employees. Ideas were bantered about such as providing a car wash for the staff, providing a picnic, and nominating an employee of the month.

• Physicians are profiled in the newsletter

Supporting Resources:

• William Bridges, "Managing Transitions: Making the Most of Change"
• Ken Blanchard (Foreword), Bob Nelson, Stephen Schudlich (Illustrator), "1001 Ways to Reward Employees"
• Alanna Jones "104 Activities That Build: Self-Esteem, Teamwork, Communication, Anger Management, Self-Discovery, Coping Skills"

Prognosis:

• Good….with a strong commitment to continue practicing healthy management techniques. Results have been immediate, rewarding, and motivating…..perfect sources of energy to keep propelling us forward for even greater success!

3 Key Recommendations:

• Interview various facilitators to find one whose personality and presentation is in line with the vision and culture for the organization.
• Ensure that employees feel a part of the process. Provide continuous opportunities for employees to be heard and feel that they are heard. Provide training, tools and expectations for all employees to perform their job responsibilities.
• Communicate, communicate, communicate. And when in doubt, communicate.

For more information, contact Carol Anthony