Chief Learning Officer - March 2008 - (Page 57)

case study this research and used that as a platform for discussions to create its own program. With representatives from every SSM Health Care entity, eight teams gathered together to discuss how to leverage, adapt and modify the findings from the internal and external research for use by SSM Health Care employees systematically across the entire organization. The end result was the AEPC initiative, which includes eight elements: • Exceptional service standards. • Exceptional conversations. • Exceptional rounding. • Exceptional recognition. • Selecting exceptional employees. • Exceptional patient experiences. • Exceptional service recovery. • Exceptional ideas. A team comprised of members of the company’s strategy and systems improvement group, corporate communications group, corporate human resources and SSM University staff led the effort to generate the program elements of AEPC, including structuring learning content, the communication plan and determining how the program could be integrated into employees’ daily work. In total, this effort took more than 18 months. The initiative was designed to improve the patient-care experience and increase employee satisfaction simultaneously. Each element of AEPC and its associated learning components serve as a resource for SSM Health Care entities to improve the experience of the patients they serve. The program was designed so each element would be consistently rolled out throughout the organization, with the goal of reaching every one of their 23,000 employees. SSM Health Care worked with Ninth House Inc. to develop learning and communication materials that modeled AEPC principles for its staff and partnered to create a series of custom e-learning vignettes that address real patientcare issues based upon the eight elements of AEPC. The three- to five-minute learning modules use rich media and Hollywood-style video to provide behavior modeling, illustrating what exceptional patient care looks and feels like, but also the personal benefits of living the AEPC principles. Each custom vignette includes Flash activities and quick reference tools that can be printed for instant access and to support SSM Health Care managers with the development of their direct reports. The visual aspect of the custom vignettes also has proven to be highly valuable in helping SSM Health Care overcome one of its biggest challenges: consistent deployment of the AEPC elements across their large and geographically dispersed workforce. SSM Health Care’s AEPC learning solution also includes a performance support system, Instant Advice, for reinforcement and practice. Comprised of short, Web-based instructional videos, Instant Advice delivers ondemand coaching on topics that can have an immediate impact, reinforcing positive behaviors to improve SSM Health Care patient care and internal relationships across the organization. The goal is to provide SSM Health Care employees with immediate, actionable solutions to daily challenges. The custom vignettes and Instant Advice modules are available to all SSM Health Care employees via its LMS, with more than 7,500 views to date. The vignettes also are used to demonstrate good and bad examples of desired behaviors during classroom-based courses delivered through SSM University, and they have been pushed out to groups of employees via e-mail as an internal marketing vehicle for the AEPC initiative. To further support the learning goals of AEPC, SSM Health Care also has delivered two online published courses to leaders across the organization through an integrated, blended-learning format. “Forging Breakthroughs” and “Resolving Interpersonal Issues” develop critical strategic thinking, planning and decision-making skills. These programs teach techniques for adapting quickly to change, promoting innovative thinking and collaboration between work groups and emphasize the power of open communication and mutual problem solving. Both programs have been delivered through a cascading model, “Leaders Developing Leaders,” starting with the most senior SSM Health Care leaders, including CEO Sister Mary Jean Ryan and entity presidents. Program participants first complete the selfpaced courses online and then participate in classroom group-application sessions where the concepts of the courses are discussed, practiced and applied to real-life scenarios. Customized learning guides, with reference tools and practice exercises specific to SSM Health Care’s environment also are provided to all learners. In addition to participating in the program, the senior executives also received a cascade package with learning materials and training led by Corporate Vice President of Organizational CASE STUDY continued on page 64 I www.clomedia.com I Chief Learning Officer 57 March 2008 “As we continue to improve everything we do at SSM Health Care, we want to inspire others to join us in raising health care in this country to a new level.” – Sister Mary Jean Ryan, CEO, SSM Health Care http://www.clomedia.com

Table of Contents Feed for the Digital Edition of Chief Learning Officer - March 2008

Chief Learning Officer - March 2008 Editor's Letter Table of Contents Imperatives Selling Up, Selling Down Strategies Take Five Learning Solutions The Treasury Board of Saskatchewan: Training the Trainers With Experiential Learning Clo Profile Environment Xerox: Creating a Learning Masterpiece Tactics Capturing the Knowledge of the Workforce Productivity Succession Planning Tips from the U.S. GAO Human Capital Influencing Competency Management Case Study Case Study Business Intelligence Advertisers' Index Editorial Resources In Conclusion

Chief Learning Officer - March 2008

For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.