Show:
Your Mission, Should you choose to Accept...
The Leadership Games: Catching Strategy
The Curious Case of Measuring Customer Focus
The Unexpendibles: Operation Workforce
The Lord of the Results: The Return of the LeTCI and other topics I couldn't fit into the other sections.
100
Family Caring For Family
What is our Core Competency
100
ADLI
This stands for Approach, Deployment, Learning & Integration.
100
What is RELATE?
Reassure, Explain, Listen, Answer, Take action & Express appreciation
100
Workforce Cycles of Engagement?
Discover & Recruit Welcome & Connect Energize & Enrich Reward & Refuel Growth
100
What is LeTCI?
Levels, Trends, Comparisons & Integration.
200
Memorial Hermann Sugar Land will be the preeminent Community Hospital in the Nation.
What is our Vision?
200
Includes three main parts including: Strategies, Operations & Deployment and Personal Behaviors.
What is our Leadership System?
200
What are the Cycles of Engagement for Customers?
Includes Before, During & After in ADLI
200
System includes several interconnected programs and processes that we use to attain, build, and retain talent.
What is our Talent Management System (TMS)?
200
People Excellence, Quality and Safety, Service and Satisfaction, Ops Excellence and Growth
What are our Big Dot Strategies?
300
Safety
What is our Core Value?
300
Culture Day New Employee Orientation (NEO) Family Forums Performance Management System Standardized Agendas Communication Boards Daily Huddles Open Door Culture “Sharpening the Saw” Breakfast with Greg (For NEO).
What are Examples of how we role model our MVV?
300
How do we Manage Our Complaints and Grievances?
Proactive: Proactive is anticipation and being consistent in our approach to eliminate complaints. Reactive: 7-Step Recovery Process of: 1) Listen without interrupting, 2) apologize without blaming, 3) empathize with the customer, 4) clarify the complaint to verify understanding, 5) explain your plan of action, 6) refer to the matter to the appropriate person or department for resolution & 7) follow through on any commitments you have made. Grievances are recorded in MIDAS to be closed within 30 days.
300
1) Hard wiring the use of metrics 2) Leadership focus on learning & improvement 3) communication & sharing successes & best-practices 4) through our PI and PDM for design and improving processes.
HOW do we use knowledge & resources to embed LEARNING at MSHL?
300
Follows Plan, Do, Check & Act (PDCA)
What is our PDM?
400
We Advance Health
What is our Brand Promise?
400
This agile process includes 4 phases and 8 steps that occupy 12 months throughout the year. SWOT is where many employees provide input. It consists of a two-prong approach (Formal & Informal).
What is our Strategic Planning Process (SPP)?
400
Includes an 8-step criteria: 1) Align with Strategies, 2) BDS, 3) Meaningful & Actionable, 4) Sound Benchmarks, 5) collectible & accessible, 6) Reportable & segmented, 7) Clear & Easy to understand, and 8) Has owners and accountability. Also includes regular reviews of metrics (DOR).
What is our Performance Management System?
400
These are designed moments of stop, pause and go to make sure interventions are in alignment with MHSL goals.
What is Stage Gate?
400
We have had Zero of these since March of 2013 and won an Impact award because of this
What are Serious Safety Events (I/II)?
500
How do you submit ideas and know they are being heard
i3 idea cards, within 14 days an email response
500
helps to prioritize goals and projects based in effort, yield and alignment to strategic goals.
What is the Priority Payoff Matrix (PPM)?
500
Performance Dialogue, Visibility walls, etc...
What is the way we help drive our results?
500
Boards where department goals are posted and employees have an opportunity to state challenges and barriers.
What are Visibility Boards
500
Alignment to MVV, Stakeholder Requirements, ROI & Overall Impact are considered with this.
What is our Intelligent Risk Process (IQR)?