Healthcare

Boosting Engagement While Cutting Costs

Thu, 18 Jun 2009 10:00:00 GMT

Yes, it’s possible -- even amid a full-blown economic recession in which massive layoffs, closing facilities, and declining profits are the norm. Here’s how one hospital turned the budget over to its employees and reaped a windfall.

Hospitals: Never Have a Never Event

Thu, 07 May 2009 10:00:00 GMT

Medical errors are responsible for injury in 1 out of every 25 hospital patients and perhaps up to 98,000 deaths each year. These events are not only tragic -- they’re costly. An engaged staff can cure this problem.

HumanSigma Rule #2

Thu, 05 Feb 2009 10:00:00 GMT

Emotion frames the employee-customer encounter. This is the second rule of HumanSigma management, and Alegent Health applied it to create a culture that emotionally engages its employees and customers. The result has been greater performance in the metrics that matter most.

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.

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.

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.

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.

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.

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.