HR Pulse - Winter 2007 - (Page 36) >> IDENTIFYING THE NEXT GENERATION OF FRONTLINE MANAGERS At CMC-Union, we decided to teach Foundations participants a formal, systematic model of change management based on a model created by Garvin and Roberto (“Change Through Persuasion,” Harvard Business Review, 2005). Rather than have one class on the topic, a framework is provided in the first session, and the concepts are then woven throughout the program. Foundations treats change management not as a singular skill but as an underlying requirement for successful leadership. Many of the management skills presented in the core curriculum are directly applicable during a specific phase of the participant’s project. We have organized the curriculum so that the pertinent skills are taught near the time in the change management process that they will be most useful for project success. For example, someone might be charged with managing the implementation of a new electronic charting system. That employee must use communication and influence in the beginning of the project to get buy-in for the change. Over time, clarification of expectations and performance feedback will be essential to cement the change. Return on Investment The Foundations program has provided significant returns on CMC-Union’s investment, both in terms of revenue and employee satisfaction and learning. The participant project aspect allows our department to link leadership development with real business outcomes. For example, one of the more successful projects was to increase the physician debridement rates at our Wound Care Center, which are a major revenue generator in that service line. One Foundations participant used techniques from our Management by Metrics and Influence classes to convince the physicians that they should increase their rate of debridement. Prior to project implementation, the rate was 36 percent; afterward, the rate rose to 56 percent. With an average fee of $470, the increase in debridement rates has greatly enhanced revenue by as much as $250,000 over five months. Foundations graduates express significantly more confidence in their ability to lead others and have even suggested that the program become mandatory for all new leaders. In addition, high-performing employees who participate feel valued and reassured that their talents will be used by the organization in the future. In evaluation surveys participants give the program an average rating of 4.97 out of 5. The survey includes items such as “My department can benefit from my completion of the program” and “Overall, I am satisfied with the program.” Pre-program tests of content knowledge scored 72 percent on average, while the average post-program test score was 95 percent, indicating strong content mastery by the participants. Best of all, our frontline employees now have the leadership skills they need to create excellent patient outcomes. n Chris Miller is director of organization development (OD) and Wesley Hoke is an OD specialist at Carolinas Medical Center-Union in Monroe, N.C. They can be contacted at chris.miller@carolinashealthcare.org and wesley.hoke@carolinashealthcare.org. 3/9/07 5:19:24 PM 36 HR Pulse Winter 2007 Call us at 866-843-9555. www.constangy.com Class Action Defense • Litigation Prevention • Labor Relations • Employee Benefits OSHA • Wage Hour • Immigration • Affirmative Action 319555_Constangy.indd 1 http://www.constangy.com
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