People strategies goals for fy 06 07 beyond
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People Strategies Goals for FY 06-07 & Beyond. UCLA Board of Advisors Thursday, September 7, 2006. 2006 Employee Opinion Survey. Entire Hospital System surveyed in March-April (N = 7817) First survey since 1997 Overall response rate 64.5% (5041 responses)

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People Strategies Goals for FY 06-07 & Beyond

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People strategies goals for fy 06 07 beyond

People StrategiesGoals for FY 06-07 & Beyond

UCLA Board of Advisors

Thursday, September 7, 2006


2006 employee opinion survey

2006 Employee Opinion Survey

  • Entire Hospital System surveyed in March-April (N = 7817)

  • First survey since 1997

  • Overall response rate 64.5% (5041 responses)

  • First survey in 10 years – we would expect lower scores but not a bad start:

    • Remarkably better than 1997 EOS results

    • 35th percentile compared to national benchmark

    • 47th percentile of University – Affiliated cohort


People strategies goals for fy 06 07 beyond

UCLA Healthcare Results - Domains


Top eos themes

Top EOS Themes

What do you like best about working for UCLA?

  • The people

  • Benefits

  • Pride in UCLA

  • My job

  • Opportunities for learning


Top eos themes1

Top EOS Themes

If you could offer one suggestion on how to make UCLA a better provider of service to our customers/clients, what would it be?

  • Address staffing issues

  • Update the facility, equipment and technology

  • Focus on quality patient care and customer service


Top eos themes2

Top EOS Themes

If you could offer one suggestion on how to make UCLA a better place to work, what would it be?

  • Improve pay and benefits

  • Update the facility and technology

  • Address staffing issues

  • Encourage teamwork and training


People strategies goals for fy 06 07 and beyond

People StrategiesGoals for FY 06-07 and Beyond

  • Improve Communication To Better Connect & Partner with Staff

  • Develop People to Create Culture of Excellence

  • Develop Systems that Support our People

  • Enhance Rewards & Recognition

  • Enable Work Life Balance


Improve communication to better connect partner with staff

Improve Communication To Better Connect & Partner with Staff

  • Offer coaching and support to department leaders to better connect with staff

    • Support monthly department staff meetings

    • Listen to the concerns of the department leaders

    • Coaching/team building facilitation for departments

    • Department communication evaluated on ongoing basis


Improve communication to better connect partner with staff1

Improve Communication To Better Connect & Partner with Staff

  • Build on existing internal communications effortsExecutive rounds

    • Monthly newsletter

      • Electronic & printed

      • Translated into Spanish

    • CEO “Up Close” meetings

    • Electronic CEO “Townhall” messages

    • Middle management “talking points” for staff

  • Promote key staff initiatives through “branded” e-mails and websites

    • e.g., Wellness


Improve communication to better connect partner with staff2

Improve Communication to Better Connect & Partner with Staff

  • EOS Follow-Up

    • Keep front and center as leadership agenda item

    • Quarterly staff forums

    • EOS staff advisory groups

    • Hold leadership accountable for EOS follow-up

      • 229 department-based action plans

      • 130 authors

    • Visibly and actively communicate our progress


Develop systems that support our people

Develop Systems that Support Our People

  • Executive Rounds action follow-up

    • Improve care setting and workplace

  • Performance “dashboards” to ensure operations responsiveness across entire Hospital System

  • Systematic operations improvement through “Lean” & related PI initiatives

    • To improve customer-centered operations across silos

  • Improve patient experience & customer focus

    • Behavorial standards across entire Hospital System

    • Hiring talent-based key attributes & qualities (“Talent Plus”)


Develop people to create culture of excellence

Develop People to Create Culture of Excellence

  • Promote common leadership language

    • Value-based principles to lead, inspire and value people

    • Start with department directors (N = 100)

  • Leadership development & succession planning

    • Map leadership competencies

    • Identify competency gaps

    • Create “Leadership Academy” with learning opportunities to address gaps


Develop people to create culture of excellence1

Develop People to Create Culture of Excellence

  • EOS leader/staff team development

    • Team building process facilitation

  • Promote “culture of safety” as part of “National Patient Safety” Joint Commission initiative

  • “Lean” or related PI training

    • 20-30 PI team facilitators/trainers

    • To train both leaders/staff

  • Learning Management System (LMS)

    • Track competency development

    • Online content offerings


Enhance rewards recognition

Enhance Rewards & Recognition

  • Actively promote “market-based” compensation that is among the best available offered by other health providers who compete for our talent

    • Visible open approach, well communicated

    • Solicit feedback & offer ongoing, meaningful dialogue with staff

    • Promote both philosophy and approach on website and in periodic e-mails to staff

  • SALT leadership to work with department heads to aggressively pursue lags and salary equities


Rewards recognition

Rewards & Recognition

  • Align middle management incentive plan to drive UCLAHS performance

    • Tie incentives to achievement of broader UCLAHS goals

    • Focus on department leadership (N = 100)

    • Enhance funding of plan from 2.4% of eligible payroll to 5%

      • Add to bonus pool if financial goals exceeded

      • 10% maximum


Enhance rewards recognition1

Enhance Rewards & Recognition

  • Visibly celebrate staff, especially at the unit level

    • Support managers with tools and training to provide workplace recognition

    • Include celebration/recognition as part of executive rounds

    • Schedule frequent, ad hoc house-wide celebrations throughout Hospital System

    • Enhance recognition budget

  • Cover staff celebrations as good “news” for the entire Hospital System


Enable work life balance

Enable Work-Life Balance

  • Build on new “Wellness” initiative with visible programs/offerings that serve to improve health and well-being

    • Classes/offerings/equipment to improve nutrition, fitness and stress reduction

    • Lift teams and ergonomic interventions to make a safe workplace

    • Explore health self-assessments through UC health plans enabling staff to manage their health through assigned coaches and website interventions


Enable work life balance1

Enable Work Life Balance

  • Work with UCLA Transportation Services to identify and respond to demand for 12-hour shift van pools

  • Consider flexible work schedule alternatives

  • Explore concierge services to run errands for patients, faculty and staff

  • Visibly promote and “brand” all WLB offerings through newsletter, website, e-mails and media

    • Interactive website resource:

      • http//hr.healthcare/ucla.edu/wellness/index.html


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