IN THIS ISSUE:

Employees Matter: Self-Discipline

The Leading Edge: Succession Planning

Fast Facts: The Changing Landscape of the American Workforce

Just for Fun: Dr.’s Chart Bloopers

There’s No Discipline Like Self-Discipline

Most supervisors dislike taking disciplinary action, and most employees dislike receiving disciplinary action. So, if everyone dislikes disciplinary action this much, why have these procedures become routine at so many healthcare organizations? Why is a framework for disciplinary action even necessary?

In a perfect world, such a framework wouldn’t be necessary. However, employers must have something in place to help ensure that employees are treated consistently and fairly. When rules are broken, it’s important to have documented policies in place. This provides legitimacy to a supervisor’s actions, and also helps protect the organization against any possible litigation.

But, wouldn’t it be nice if managers and supervisors didn’t have to rely on such polices and procedures? Wouldn’t it be nice if these policies were just a mere formality that rarely have to be enforced? Despite what you may be thinking, this scenario isn’t that far-fetched. It all becomes possible when employers and supervisors foster an environment of self-discipline.

When employees practice self-discipline, they demonstrate appropriate, ethical behavior because they want to—not because they’re fearful of what may happen if they don’t. When people practice self-discipline, the need for supervisory intervention or discipline is greatly minimized. Supervisors get to spend their time on the fun stuff: encouraging, developing, and building great relationships with their employees.

How to Create a Self-Discipline Environment

There are several ways to create a work environment that encourages employees to develop and practice self-discipline The following ideas will help you create an environment in which people practice self-discipline.

Make your expectations clear. People need to know exactly what is expected of them. If you want to see continuous improvement, initiative, and problem solving, let them know. Present the basic job description which is informative, yet not all encompassing, as you want to encourage some flexibility. In addition, spend time with new employees talking about what is important to you and your organization.

Praise initiative and self-discipline when you see it. Tell the person how much you appreciate their contribution and that you hope the contributions continue. Reward the person in ways that are important to the individual. Consider options such as more pay, time off, a special assignment, a committee leadership role, or a training and personal development opportunity.

If you want employees to act like adults, treat them like adults. Think about how adults want to be treated. They want minimal rules and guidelines—only the policies necessary to ensure an ordered, fair, and consistent work environment. They want to provide input about any decision that involves themselves or their work.

Make your work place a safe place for people to try out thoughtful, new ideas. Make every effort to ensure people are not "punished" when a well-thought-out idea fails to work as intended.

Encourage open communication between you and your employees. Communicate all of the information that is available about your business, your customers, your profitability (if applicable), and your mission and vision. The more people know, the more they can act independently to help you. Use a coaching approach to encourage the development of each person in your organization. When a staff member asks you what to do, or how to approach an assignment, ask him/her what he/she thinks is best.

And when all else fails…

It goes without saying that the workplace is populated by human beings; as such you will most definitely have staff members who will not practice self-discipline. In these instances, address unacceptable behavior immediately. Almost nothing lowers the morale of your contributing employees more quickly than seeing inappropriate work behavior go uncorrected.

“We have too many high sounding words, and too few actions that correspond with them.”

—Abigail Adams

What You Need to Know About Succession Planning

With the impending retirement of baby boomers and increased demands for nursing and healthcare staff, leading healthcare organizations are aggressively implementing succession planning. Succession planning is a process whereby an organization ensures that employees are recruited and developed to fill each key role within the company. Through succession planning, healthcare organizations can better recruit superior employees, develop their knowledge, skills, and abilities, and prepare them for advancement or promotion into even more challenging roles.

To effectively implement succession planning at your organization, take note of the following tips:

Monitor Future Needs

Organizations need to identify and understand the developmental needs of their employees. To be successful in succession planning, managers must document what training and certifications their employees require. Furthermore, managers must ensure that all key employees understand their career paths and the roles they are being developed to fill.

Perform Regular Talent Assessments

Not having the right talent in place is often a growth-limiting factor, and can often leave healthcare organizations in “scramble mode” when trying to fill certain positions. In a succession management plan, you must identify and monitor various talent pools to match the future needs of the organization. Create individual profiles for your employees, and document their education level, certifications, and all skill sets they possess.

Invest Adequate Time in your Employees

Succession management is a journey, not a destination. Remember that succession planning is an investment, and in order for this investment to pay off, you must spend adequate time nourishing it. Make sure to continually seek feedback from employees, administrators, and staff. Discover what their main priorities and needs are when it comes to career advancement. You’ll ultimately find that this discovery process is time well spent. Through your succession planning process, you’ll most likely retain superior employees because they appreciate the time, attention, and development that you are investing in them.

Secure Senior Level Support

Top management endorsement and support is critical when it comes to succession planning. You can secure senior level support by keeping succession planning simple. Logical and simple processes will help keep busy executives engaged.

“Science is organized knowledge. Wisdom is organized life.”

—Immanuel Kant

The Changing Landscape of the American Workforce

You may not be surprised that the American workforce is changing. However, you may be surprised as to the direction and values employees are embracing. Take note of the statistics below, as they provide a snapshot of the new, emergent workforce.

American Workers Are Feeling More Confident

• Despite economic uncertainty, nearly seven out of ten U.S. workers say job change will be at their own initiative.
• Workers see more growth potential if they were to leave their company than stay with their current employer. (36% vs. 27% said very good/excellent)
• Workers report growing confidence in their ability to earn a stable income within a corporate structure. (84%)

Employees Are More Readily Accepting Change

• Workers today are less likely to believe that changing jobs every few years is damaging to their careers. (47% in 2003 vs. 62% in 1999)
• They are also less likely to see longevity with an employer as key to advancement. (44% in 2003 vs. 56% in 1999)
• Nearly 40% of U.S. workers are likely to look for a new job or work situation.
• 39% of the workforce have now worked for six or more employers, up from 27% in 1999.
• Even with the same employer, 45% of workers want to change jobs at least every three to five years, up from 26% in 1999.

Workers Seek Personal Happiness & Fulfillment

• 86% of workers cite work fulfillment and balance as top career priorities.
• In contrast, only 35% of workers said being successful at work and moving up the ladder were their top priorities.
• 96% of workers agree that an employer is more attractive when it helps them meet family obligations through options like flex-time, job sharing or telecommuting.

All statistical data referenced above was commissioned by Spherion Corporation and gathered by Harris Interactive, Inc.

“The more I want to get something done, the less I call it work.”

—Richard Bach

Doctors' Chart Bloopers

We all know that physicians are very busy people. So much so, that they can make some humorous mistakes. Enjoy the bloopers below.

1. Patient has chest pain if she lies on her left side for over a year.
2. On the second day the knee was better and on the third day it had completely disappeared.
3. Father died in his 90's of female trouble in his prostate and kidneys.
4. Skin: Somewhat pale but present.
5. The pelvic examination will be done later on the floor.
6. Vomiting of unknown origin.
7. Admitted in error.
8. Patient was seen in consultation by Dr. Blank, who felt we should sit on the abdomen and I agree.
9. Large brown stool ambulating in the hall.
10. Patient has two teenage children but no other abnormalities.
11. Discharge status: Alive but without permission.
12. Dr. Blank is watching his prostate.
13. If he squeezes the back of his neck for 4 or 5 years it comes and goes.