Page 381 - CEO Orientation

Loss of human capital: It became apparent that due to the perception of “ambiguous direction and
unclear plans” a number of employees were reviewing their “self-preservation” options with other
hospitals. Concurrently, recruiting agencies were taking advantage of the integration announcement to
entice high-performing employees to other health care organizations. One of the consequences of
unwanted employee turnover is the loss of good people, often leaders with sound operational
knowledge. Losing them during a time of integration only inhibits the process of change.

Clear communication regarding what roles are affected and the associated timing should be a priority
along with beginning conversations with key leaders to ensure they feel secure in their roles moving
forward.

Recommendations:

The following is a list of considerations to support managers and leaders across the three sites during
the integration period:

1. EQ-based and change-management learning and development: Various courses already exist at
each site that have supported EQ and change management for leadership in the past. These
courses should be reviewed from the perspective of best-in-class as well as for specific content
as it relates to managing during a time of change. Offering these programs with participants
from each site will support early engagement and relationship-building for the new team of
leaders.

2. Transparent engagement: There was an overwhelming request for transparent communication
and engagement from the CEO and executive leadership. While there was an appreciation that
the new leaders will have to travel between three sites, the request was for as much personal
communication and interaction as possible. As previously noted, all three of these organizations’
cultures rely on relationships built over years of working together.

In order for the new network to be developed and thrive, it will be imperative that leadership
set the standard for engagement and establish a role model for mid-level leaders and managers
on how to connect and support staff during this period of change.

3. Incorporating and sharing meaningful feedback: It was noted that none of the hospitals have a
formal mechanism for leaders to discuss and collect feedback from peers and staff and then
transmit it to the appropriate decision-making body (H.R., Finance, Communications, etc.). The
creation of a formalized, consistent process for gathering feedback/concerns/questions with the
capacity to disseminate answers to staff and leaders is highly recommended.

4. Stewardship of resources in an innovative way: As noted, there is a wealth of best practices
that exist within each hospital’s clinical and non-clinical settings. To be fiscally responsible and
efficient, leaders will require a process to review these practices for a fit with their portfolios
and to ensure there aren’t any duplications.

5. Leaders as change agents: It is essential for leaders to role model passion for change. They need
to support each other and be open to new ideas rather than being proprietary regarding the
status quo and the way “We have always done it.”

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