UW MEDICINE UW Medicine Two academic medical centers Two - - PowerPoint PPT Presentation

UW MEDICINE PATIENTS ARE FIRST

LEADERSH IP INTEGRATION AND ACCOUNTABILITY

Nicki McCraw, JD Assistant Vice President of Human Resources Steve Marty Director of Human Resources University of Washington Medicine

UW Medicine

• Two academic medical centers
• Two community medical centers
• Primary care clinic network
• Air medical service provider
• Physician network
• Nationally ranked UW School of

Medicine

• Over 20,000 physicians and staff

UW MEDICINE

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• The health system is rapidly expanding
• Different entities, different leadership

styles

• Imperative to align and invest in

leaders to move system forward

• Critical need to achieve efficiencies to

be relevant in competitive marketplace INTEGRATION

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• Identified four Pillar Goals applicable to

every entity in the system to drive the

• rganization:
• Serving the Patient/Family
• Providing the Highest Quality of Care
• Become the Employer of Choice
• Practice Fiscal Responsibility

MOVING FORWARD

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• After developing goals we needed to train

all the top leaders on key leadership skills

• Chose to make huge investment in

leader trainings three times per year. All top leaders expected to attend.

• Meetings have grown from top 300

leaders to 500, ¼ of which are physician leaders

DEVELOPING LEADERS

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• Every meeting focuses on key a topic.

Examples include:

• Coaching
• Rounding for outcomes
• Addressing low performers
• Attendees required to implement what they

learn

• Quarterly trainings recorded and available on-

line to everyone in the system

• OD&T offers additional offerings to supplement

and complement quarterly trainings

QUARTERLY MEETINGS

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• Over 400 leaders participate
• System-wide goals are set
• Goals are cascaded to every entity and

within each entity

• Leaders must pick templated goals that

are used widely

• Equity reviews to ensure similar outcomes

result in similar scores within the system

GOAL SETTING

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• All system, entity, and leader results are

tracked in a database

• All leaders have access to the results of

every leader

• Monthly dashboard published on-line that

tracks system and entity results

• Monthly report identifies every leader not

making a goal, the leader’s current result, and the action plan to meet goal

ACCOUNTABILITY

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• Voluntary Staff Turnover identified as a

key metric for the Become the Employer of Choice goal

• Every leader with 35 or more staff must

select the goal; other leaders may select goal with manager’s approval

• Every leader creates a quarterly action

plan to address their goals EXAMPLE

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• Voluntary turnover decreased from

7.1% to 5.9% in less than two years

• Despite ongoing state wage freeze and

rapidly improving local economy, improved from below 50th percentile to above 80th percentile compared to national benchmark

• First year ROI exceeded $7.6M; 2nd

year likely to exceed $10M RESULTS

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For further information please contact Steve Marty HR Director UW Medicine sbmarty@uw.edu CONTACTS

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ADDITIONAL LEADERSHIP TRAINING

Tier 1

Leaders learn how to target and hire talented people and how to welcome and prepare them for a successful career at UW Medicine. The essential tasks of supervision are covered, including an

• rientation to the ethical and regulatory nature of

healthcare.

Tier 2

Leaders learn about their own leadership style, and learn advanced skills such as strategies for working through conflict, building an effective team, and LEAN/process improvement strategies.

ADDITIONAL LEADERSHIP TRAINING

Extraordinary Leader 360 assessment

This workshop utilizes proven research and 360 degree feedback to promote the learning and growth

• f leaders. Participants interpret the results of the

feedback report and create a development plan which focuses on building strengths.

Corrective Action

During this one-day course, participants build their confidence and skills in conducting Corrective Action conversations, processes and meetings with both classified and professional staff.