“After a leadership change, one of our departments was in need of some guidance regarding its internal and operational processes. We began seeing a difference within the first 30 days and, a year later, this department has transformed into a cohesive, smooth-functioning team.”
Vice President of Clinical Services at CoxHealth
After doing a few speaking presentations about leadership development at CoxHealth, the organization decided to bring People Centric in to increase involvement with employees and improve processes within departments.
CoxHealth has over 10,000 employees that strive to improve the health of the community through quality health care, education, and research. They started in 1906 and today, they are considered a leader in both health care and community involvement. Despite their success and leadership in the industry, CoxHealth wanted to provide an avenue that gave employees the opportunity to voice their concerns to management and to get involved.
People Centric had previously spoken at a couple of various events held by CoxHealth, and after further conversation, CoxHealth brought in People Centric to examine and improve the hospital’s culture, starting at the department level. People Centric also wanted to find a way to understand previous leadership and help improve the systems within departments. It was identified that CoxHealth could create an avenue for employees to voice their concerns to management and find ways to improve the communication between the various positions and roles within departments.
After a few meetings with the teams at CoxHealth, People Centric had planned meetings to meet regularly with the current leadership team to keep everyone informed of the progress and impact of the partnership. Within the departments, People Centric evaluated the strengths and opportunities of all of the employees, and helped to launch STEP teams designed to improve or solve the specific needs of the departments. These teams got all levels of employees engaged in the process, empowering departments to solve necessary challenges. One department developed new training checklists to introduce incoming nurses to their processes and held a team dynamics workshop to identify and discuss how to leverage the strengths and habits of their team. Another department participated in leadership development activities and brought consistency into their written processes, making them more effective and proficient in patient care.
There was a major change in reset before People Centric was brought in. Since People Centric was brought in, culture has been flipped and is more positive. There has been gained trust in the current leadership while also showing a big change in company morale. Staff and leadership have a stronger relationship built on trust and respect, and expectations and processes are more understood, which has influenced patient satisfaction and the organization as a whole.