People Strategies Goals for FY 0607

1
People StrategiesGoals for FY 06-07 Beyond

• UCLA Board of Advisors
• Thursday, September 7, 2006

2
2006 Employee Opinion Survey

• Entire Hospital System surveyed in March-April (N
  7817)
• First survey since 1997
• Overall response rate 64.5 (5041 responses)
• First survey in 10 years we would expect lower
  scores but not a bad start
• Remarkably better than 1997 EOS results
• 35th percentile compared to national benchmark
• 47th percentile of University Affiliated cohort

3
UCLA Healthcare Results - Domains
4
Top EOS Themes

• What do you like best about working for UCLA?
• The people
• Benefits
• Pride in UCLA
• My job
• Opportunities for learning

5
Top EOS Themes

• If you could offer one suggestion on how to make
  UCLA a better provider of service to our
  customers/clients, what would it be?
• Address staffing issues
• Update the facility, equipment and technology
• Focus on quality patient care and customer service

6
Top EOS Themes

• If you could offer one suggestion on how to make
  UCLA a better place to work, what would it be?
• Improve pay and benefits
• Update the facility and technology
• Address staffing issues
• Encourage teamwork and training

7
People StrategiesGoals for FY 06-07 and Beyond

• Improve Communication To Better Connect Partner
  with Staff
• Develop People to Create Culture of Excellence
• Develop Systems that Support our People
• Enhance Rewards Recognition
• Enable Work Life Balance

8
Improve Communication To Better Connect Partner
with Staff

• Offer coaching and support to department leaders
  to better connect with staff
• Support monthly department staff meetings
• Listen to the concerns of the department leaders
• Coaching/team building facilitation for
  departments
• Department communication evaluated on ongoing
  basis

9
Improve Communication To Better Connect Partner
with Staff

• Build on existing internal communications
  effortsExecutive rounds
• Monthly newsletter
• Electronic printed
• Translated into Spanish
• CEO Up Close meetings
• Electronic CEO Townhall messages
• Middle management talking points for staff
• Promote key staff initiatives through branded
  e-mails and websites
• e.g., Wellness

10
Improve Communication to Better Connect Partner
with Staff

• EOS Follow-Up
• Keep front and center as leadership agenda item
• Quarterly staff forums
• EOS staff advisory groups
• Hold leadership accountable for EOS follow-up
• 229 department-based action plans
• 130 authors
• Visibly and actively communicate our progress

11
Develop Systems that Support Our People

• Executive Rounds action follow-up
• Improve care setting and workplace
• Performance dashboards to ensure operations
  responsiveness across entire Hospital System
• Systematic operations improvement through Lean
  related PI initiatives
• To improve customer-centered operations across
  silos
• Improve patient experience customer focus
• Behavorial standards across entire Hospital
  System
• Hiring talent-based key attributes qualities
  (Talent Plus)

12
Develop People to Create Culture of Excellence

• Promote common leadership language
• Value-based principles to lead, inspire and value
  people
• Start with department directors (N 100)
• Leadership development succession planning
• Map leadership competencies
• Identify competency gaps
• Create Leadership Academy with learning
  opportunities to address gaps

13
Develop People to Create Culture of Excellence

• EOS leader/staff team development
• Team building process facilitation
• Promote culture of safety as part of National
  Patient Safety Joint Commission initiative
• Lean or related PI training
• 20-30 PI team facilitators/trainers
• To train both leaders/staff
• Learning Management System (LMS)
• Track competency development
• Online content offerings

14
Enhance Rewards Recognition

• Actively promote market-based compensation that
  is among the best available offered by other
  health providers who compete for our talent
• Visible open approach, well communicated
• Solicit feedback offer ongoing, meaningful
  dialogue with staff
• Promote both philosophy and approach on website
  and in periodic e-mails to staff
• SALT leadership to work with department heads to
  aggressively pursue lags and salary equities

15
Rewards Recognition

• Align middle management incentive plan to drive
  UCLAHS performance
• Tie incentives to achievement of broader UCLAHS
  goals
• Focus on department leadership (N 100)
• Enhance funding of plan from 2.4 of eligible
  payroll to 5
• Add to bonus pool if financial goals exceeded
• 10 maximum

16
Enhance Rewards Recognition

• Visibly celebrate staff, especially at the unit
  level
• Support managers with tools and training to
  provide workplace recognition
• Include celebration/recognition as part of
  executive rounds
• Schedule frequent, ad hoc house-wide celebrations
  throughout Hospital System
• Enhance recognition budget
• Cover staff celebrations as good news for the
  entire Hospital System

17
Enable Work-Life Balance

• Build on new Wellness initiative with visible
  programs/offerings that serve to improve health
  and well-being
• Classes/offerings/equipment to improve nutrition,
  fitness and stress reduction
• Lift teams and ergonomic interventions to make a
  safe workplace
• Explore health self-assessments through UC health
  plans enabling staff to manage their health
  through assigned coaches and website interventions

18
Enable Work Life Balance

• Work with UCLA Transportation Services to
  identify and respond to demand for 12-hour shift
  van pools
• Consider flexible work schedule alternatives
• Explore concierge services to run errands for
  patients, faculty and staff
• Visibly promote and brand all WLB offerings
  through newsletter, website, e-mails and media
• Interactive website resource
• http//hr.healthcare/ucla.edu/wellness/index.html