Healthcare

Help Wanted in India

Thu, 10 Jul 2008 00:00:00 GMT

With net sales of $6 billion in 2007 and with enough might and fame to attract knowledge workers, Stryker is a prominent company worldwide. Yet even this highly successful global business faced major hurdles in hiring talented software developers and engineers in India.

How to Keep Great Nurse Managers

Thu, 13 Mar 2008 00:00:00 GMT

Hospitals have been worried about the steady stream of nurses exiting the profession and the relative trickle of those entering it. That concern led two researchers to tackle these essential questions: What makes nurses stay? And what makes nurse managers, who are responsible for managing and motivating nurses, stay -- and stay engaged in their jobs? Here's what they discovered.

The Eighth Element of Great Managing

Thu, 13 Dec 2007 00:00:00 GMT

The need to feel a connection to a larger cause is very important to most employees. In fact, believing that "the mission or purpose of my company makes me feel my job is important" is a primary motivator, according to the authors of 12: The Elements of Great Managing.

Heard About Michigan's "Ritzy" New Hospital?

Thu, 13 Sep 2007 00:00:00 GMT

When an acclaimed Ritz-Carlton executive was named president and CEO of a luxury hospital, it sure caught the attention of the healthcare industry. In this interview, Gerard van Grinsven explains his controversial appointment, how he'll keep his hospital's rates at or below average, and why he thinks his hotel-like hospital is the model that will be emulated in the future.

Making Employees' Opinions Count

Thu, 11 Jan 2007 00:00:00 GMT

To decrease wait times at a prestigious Toronto hospital, a manager needed a clear picture of how friction between two teams was decreasing employee engagement. Ensuring that employees knew that their opinions matter was the key to improving performance.

Assembling the Right Talents at Stryker

Thu, 14 Sep 2006 00:00:00 GMT

In this German plant, the responsibility for fixing a major manufacturing problem fell to manager Klaus Welte. He needed to assemble his team in the same way as the product -- each employee had to fit in his role and work flawlessly together with the rest. The failure of any one component, or any team member, would cause the product and the entire group to fall short of their goals. Here's how Welte and his team overcame a high-pressure challenge.

An HCA Hospital's Miracle Workers

Thu, 12 Jan 2006 00:00:00 GMT

Already an esteemed hospital with a high-performing staff, Medical City Dallas wanted to improve the engagement of its employees. Its leaders were determined to uncover problems and identify deficiencies -- and to correct them. This effort has meant a lot to the hospital's health -- and especially to two extraordinary patients.

Stryker Selects Top Talent

Thu, 10 Nov 2005 00:00:00 GMT

For more than two decades, this global company has delivered at least 20% organic growth annually. Stryker executives attribute this achievement largely to recruiting people who have the right innate talents to drive the business forward. Indeed, attracting and retaining a high-performing and self-motivated workforce is central to the company's corporate strategy.

What the Doctor Ordered

Thu, 08 Sep 2005 00:00:00 GMT

Physicians can create tremendous value for healthcare organizations by the revenue they generate through referrals. So it's essential for healthcare executives to understand the concept of physician engagement -- not only how to measure it, but how to improve and sustain it.

This HCA Hospital's Healthy Turnaround

Thu, 13 Jan 2005 00:00:00 GMT

The Medical Center of Plano has always been viable -- but viable isn't acceptable in a town with 29 other world-class hospitals. To increase market share and profitability, this HCA hospital had to find a way to beat its competition. Here's how it met the challenge.

What's the Key to Providing Quality Healthcare?

Thu, 09 Dec 2004 00:00:00 GMT

In hospitals, high quality leads to healthy financial performance, according to substantial research. While many factors have a significant impact on patient safety and quality, one key is often overlooked: how engaged nurses are at work.

Rx for the Nursing Shortage

Thu, 14 Oct 2004 00:00:00 GMT

U.S. hospitals are facing the critical problem of rising nursing vacancy and turnover rates, but many leaders don't understand just how complex the challenge is. Curing the nursing shortage requires a heavy dose of innovative recruiting, talent-based hiring, and great management.

Nourishing Employee Engagement

Thu, 12 Feb 2004 00:00:00 GMT

Dietitians at St. Mary's/Duluth Clinic Health System were at a crossroads. Their team didn't have enough people and felt ignored. Their workspace was "dismal." A few were quietly threatening to resign. Here's how one manager attacked this problem and raised employee engagement from average to extraordinary -- in just a year.

Stryker's Investment in Talent Pays Off

Thu, 12 Jun 2003 00:00:00 GMT

Positioning employees so they can do what they do best isn't just good for them -- it's good for business. For Stryker Instruments, repositioning just one employee so he could use his talents more effectively saved the surgical equipment maker $1 million in electronic component sourcing.

How GlaxoSmithKline Builds Employee Strengths

Thu, 08 May 2003 00:00:00 GMT

Last year, Gallup consultants talked to a GlaxoSmithKline team about talents and strengths, and things haven't been the same since. Here's how one manager used a strengths-based approach to help her team members maximize their talents.

Maximizing ROI in Branded Pharmaceuticals

Thu, 08 May 2003 00:00:00 GMT

Pharmaceutical sales executives are under increasing pressure to maximize return on their companies' R&D dollars. Fully engaging physicians is key -- a goal that can only be met by top-notch salespeople. These four smart strategies will help you improve the quality of your sales force.

The Road to Recovery

Sat, 15 Dec 2001 00:00:00 GMT

Two years ago, St. Lucie Medical Center was busy and profitable -- yet the hospital was ill. Its patient satisfaction scores were dismal, and the hospital's workforce was heading for the exits. By September 2001, employee retention had improved significantly and engagement levels were at an all-time high. Here's how St. Lucie did it, and how other companies can follow suit.

Picture This: Your Customer

Thu, 15 Mar 2001 00:00:00 GMT

Many factors prevent suppliers from really "seeing" their customers or intimately understanding customer needs and requirements. These factors include managers who succumb to an "us versus them" mentality, organizational structures hostile to customer needs and short-term pressures that favor expediency over a long-term view. These invisible barriers are tall and sturdy. But seeing beyond or through them is possible when managers think like those athletes who nourish a mental picture of the finish line.