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Building a Quality Framework: The Structure and Focus That Create a

High- Performing Organisation

Bob Murphy, R.N., JD

Studer Group Senior Leader and Speaker

Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization

Studer Group

Our Mission

To make healthcare a better place for

employees to work, physicians to practice

medicine, and patients to receive care.


Studer Group

Our Vision

To be the intellectual resource for

healthcare professionals, combining

passion with prescriptive actions and

tools, to drive outcomes and maximize

the human potential within each

organisation and healthcare as a whole.


Culture: Our Expertise

BUILD SKILLS

• Educational

Conferences

• Speakers

• Books

• Videos

• Online learning

TRAINING

GET RESULTS

Fast improvement

on a key

organizational

metric, e.g. patient

experience,

employee &

physician

engagement, ED

turnaround

IMPROVEMENT

CHANGE

CULTURE

Comprehensive

organizational

transformation

through expert

coaching to

hardwire

evidence-based

practices across

the board

TRANSFORMATION


Studer Group DNA

5

Leads to improved:

Financial Performance

and Patient Experience

Quality Safety

Hardwired

Excellence

Aligned & Accountable CultureEvidence-Based Leadership℠ Framework

Engagement


Healthcare Flywheel®

6

Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorizationSlide 7

Characteristics of High Performing Organisations

What Were The Most Influential

Factors?

What this looks like

Executive and senior leadership

commitment

Accountability, development and

standardization, LEM, MMM, Building

emotional bank account, firestarter

Leadership Evaluation and

Accountability

Objective, measurable promises,

MMM, Process of maturing the

leadership team

Leadership development Link development to actual practice

Communication and Employee Forums No secrets culture

Knowing this was the “right” thing to do Stay connected to purpose and

values

Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorizationSlide 8

What Studer Group has Learned Since 1993

An objective evaluation for leaders is what sustains results

Do not move on to the next tactic if the preceding one is not hardwired

This is a lot harder than anyone thought

Trying to align behaviour of more people than any other initiative

As the organisation improves, inconsistencies become more apparent

Undocumented performance issues need to be addressed immediately

Great results come from the following operational framework:

Alignment of resources

Accountability of people

Execution/Implementation of plans and processes


Connecting Heart and Mind

H E A R T M I N D


Execution Framework: Evidence-Based LeadershipSM

10

LEADER EVALUATIONImplement an organisation-wide

leadership evaluation system to

hardwire objective accountability

LEADER DEVELOPMENTCreate process to assist leaders in

developing skills and leadership

competencies necessary to attain

desired results

MUST HAVES®

Rounding, Thank You Notes, Employee

Selection, Pre and Post Phone Calls, Key

Words at Key Times

PERFORMANCE GAPRe-recruit high and middle performers,

Move low performers up or out

STANDARDIZATIONAgendas by pillar, peer interviewing, 30/90 day

sessions, pillar goals

ACCELERATORSLeader Evaluation Manager®

Validation MatrixSM

Provider Feedback SystemSM

Studer Group Rounding

Patient Call ManagerTM


Aligned Goals: Objective Evaluation System

11

LEADER EVALUATION

Implement an organization-

wide leadership evaluation

system to hardwire objective

accountability


Example Hospital

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Feb

Apr

Jun

Aug

Oct

Dec

Feb

Apr

Jun

Aug

Oct

Dec

Feb

Apr

Jun

Aug

Oct

Dec

Feb

Apr

Jun

Aug

Oct

Dec

Feb

Apr

Jun

Aug

Inpatient Monthly Percentile ScoreYear 1 – Year 5

Goal = 90%

Year 1 Year 2 Year 3 Year 4 Year 5

95%

Leader Evaluation Tool Implemented


Example Hospital

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Jan

Mar

May Jul

Sep

Nov

Jan

Mar

May Jul

Sep

Nov

Jan

Mar

May

Inpatient Monthly Percentile ScoreYear 5 – Year 7

Year 5 Year 6 Year 7

99%

Goal = 90%

Leader Evaluation Tool Implemented


Accountability Tools

Evaluation

Report Card

90-Day Plan

Meeting Model


Aligned Goals: Leader Development

15

LEADER DEVELOPMENT

Create process to assist leaders in

developing skills and leadership

competencies necessary to attain

desired results


Inconsistent and

optional training

inconsistent and

optional results


Aligned Behavior: Must Haves®

17

MUST HAVES®

• Rounding

• Thank You Notes

• Employee Selection

• Pre and Post Phone Calls

• Key Words at Key Times


Key Must Haves®

Employees Patients Physicians

Rounding with

Employees

Employee Thank You

Notes

Peer Interviewing

30 and 90 Day

Meetings (Input)

Employee

Engagement Survey

Employee Forums

Bright Ideas Patient

Standards of

Behaviour

Leader Rounding

on Patients

Post Visit Calls

Hourly Rounding

Individualized

Patient Care

Bedside Shift

Report

AIDET®

Pre Visit Calls

Provider Feedback

SystemSM

Rounding on Physicians

Focus, Fix and Follow-

up

AIDET®


Aligned Behaviour: Performance Management

19

PERFORMANCE GAP

• Re-recruit high and middle

performers

• Move low performers up or out


L M H

8% 58% 34%

Low

Performer

Middle/Solid

Performer

High

Performer

20

Performance Curve


Aligned Process: Standardization

21

STANDARDIZATION

• Agendas by pillar

• Peer interviewing

• 30/90 day sessions

• Pillar goals


Aligned Process: Accelerators

22

ACCELERATORS

• Leader Evaluation Manager®

• Validation Matrix℠• Provider Feedback System℠• Studer Group Rounding

• Patient Call ManagerTM

Bob Murphy, R.N., JD

Senior Leader, Speaker

850-393-4481

www.studergroup.com

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