How to Communicate with Employees to Drive Engagement and Learning November 15, 2012 Gerard van Grinsven President and C

1. How to Communicate with Employees to Drive Engagement and Learning November 15, 2012 Gerard van Grinsven President and CEO Henry Ford West Bloomfield Hospital

2. “The Henry Ford Experience” 7 Pillars of Performance

3. Henry Ford Health System Core Services: Four acute med/surg and two behavioral health hospitals Henry Ford Medical Group 32 Medical Centers 1200 physicians & scientists 2200 private physicians 1500 MD & DO physician trainees Health Alliance Plan

4. Henry Ford Health System Pre- and post-acute services: 2 Skilled nursing facilities Home Health Care Outpatient Dialysis Home Products Retail Pharmacies Vision Centers

5. Henry Ford Health System Other Statistics (annual): • Over 23,000 employees • Over 200 care delivery sites • 102,000 admissions, 2200 beds • 418,000 ED visits • 3.2 million office visits • 88,000 surgeries

6. Effective Communication: Back to the Basics Critical success factors: • Structure • Process • Culture

7. Communication SystemFace-to-Face Tactics • Huddles • Orientation • Town Hall meetings • Leader rounding • One-on-one meetings • All-Leadership meetings • Appreciative rounds

8. Communication SystemPrint, Electronic & Online • Leader toolkits • Morning Post • Newsletters • Henryford.com • Henry, our intranet

9. Intranet: Henry

10. Communication System Print, Electronic & Online (cont.) • Huddle boards/postings • Banners • Voicemails broadcasts • Screen savers • Hotlines (e.g.ethics, compliance) • Video

11. Communication SystemSocial Media • Vodcasts • Blogs • Twitter • Facebook • YouTube

12. I Wanna Wash My Hands

15. Hospital Communication Council Prioritized Areas of Focus • Creating a unified care plan • Multidisciplinary Rounding • Identification of the care team • Patient / Family involvement • Consult Process • Handoff Communication

16. Internal PR Campaign • Sent letter to every employee’s home • Regular video messages • Information in News & Bloom • HFWBH Quality Expo – March 29 • Employee’s to present Communication Improvement work • Town Halls, Innovation Lunches, etc.

17. Healthcare is Undergoing a Seismic Shift Environment is becoming increasingly competitive HCAHPS Rising health consumer orientation Expanded choice Expanded information Implication: Healthcare systems must undergo fundamental change in ways they serve patients Simply “satisfying” patients will no longer be enough Change in the culture and delivery systems oriented to viewing patients as consumers who are both “patients” (treated) and “customers” (served) is mandatory Adapting healthcare service models to be more customer oriented (i.e.,, retail, hospitality) Measurement only no longer adequate System of change management driving learning to front-line

18. Satisfaction Is Not Enough | Three Kinds of “Satisfaction” “1-4” “5” “5” RationallySatisfied EmotionallySatisfied Dissatisfied Not at all satisfied Extremely satisfied 1 2 3 4 5 Business performance among “rationally satisfied” is no better than among “dissatisfied”. Only “emotional satisfaction” delivers superior results

19. Building Stronger Patient/Customer Relationships What Is the Solution? The Right Measures Systems have been aiming at the wrong target: “satisfied patients defect.” They’ve had an incomplete picture of the patient/customer relationship: “rational + emotional.” The Right Interventions Wherever, however, and whenever customers are “touched.”

20. Best Practice Human Capital Strategies are Shifting to the Top … CEO’s are moving human capital management to the top of the agenda, recognizing that it is an indispensable element of organization success… For healthcare to survive and prosper in the wake of the worst workplace shortage in years, focused attention needs to be placed on the attraction, development, and retention of employees. ―The Road to Recovery, AON Healthcare Study

21. Imagine. … 65 35 50 50 70 45 30 55 % 60 35 65 30 25 75 40 55 60 45 30 70 % Teachables Skill/Knowledge Talent Unteachables

22. BY DEFAULT –— TYPICAL ORGANIZATION Business/Finance Outcomes People 7-8 2 Customer Loyalty (Guest, Client, Patient) Team/Organization Cultures 5 4

23. BY DESIGN –— WORLD CLASS/BEST PRACTICE ORGANIZATION SustainedExcellence (SE) Talent-BasedOrganizationSM (TBOSM) 8-10 8-10 Vision VALUES Mission Customer Advocacy (CA) High Performance Culture (HPC) 8-10 8-10

24. Meta-Analysis 2003 — Conclusions Productivity + 38% Profitability + 27% ENGAGED WORK UNIT Engaged work units have higher success rates (improvement in probability of success: above-average performance) Associate Retention + 50% Customer + 56% Safety + 63% +78% Overall Performance (composite of all five outcomes) +94% Composite Performance (composite of direct outcomes)

25. Understanding Customer Engagement Customers are not strictly rational – healthy, engaged customer relationships have a significant emotional dimension which must be measured and managed. “When it comes to customers, feelings are facts.” -Simon Cooper President & COO, Ritz-Carlton Hotel Company LLC. Simply satisfying customers on a rational basis is not enough to drive financial performance.

26. Customer Engagement What is Customer Engagement? • Customer Engagement describes the health of the relationship between a customer and a brand…the rational and the emotional. • Great brands and great customer relationships are underpinned by emotion. • Has a stronger relationship than satisfaction to performance outcomes • Physicians (i.e., referrals, share of procedures, retention) • Patients (i.e., return, use of other facilities such as Wellness Center & Spa)

27. Customer Engagement DrivesFinancial Performance 23% Premium 36% Net Difference 13% Discount