Survey Follow-up Continues- BWH Bulletin - For and about the People of Brigham and Women's Hospital
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November 10, 2000
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In This Issue:
Survey Follow-up Continues
Meet Service Hero Marisol Serbia
BWH salutes Heritage Award winners
One Week Remains to Nominate a Leader
Big Rewards for Employee Referral Program
Save on taxes now and plan for retirement
BWH Town Meeting
On My Own Time—a success
BWH Announces Another Successful Year in Research
Are you ready for JCAHO?
Since the September 22 staff survey kick-off event, five action teams have formed to respond to the first-ever June, 1999 staff survey. The teams are electing team leaders, reviewing data and establishing short and long terms goals for projects to respond to the data. In addition to the formation of the action teams, several other initiatives have been undertaken to enhance the quality of worklife at BWH. “Data from the survey revealed staffs’ concerns that the data would not be acted upon and that staff would not be involved in the change process. Participation on a survey action team is a chance to affect change while carrying out the hospital’s commitment to act on the survey data,” said Martha Pyle Farrell, director of Special Projects and co-director of the Staff Survey Leadership Team. The five teams—quality patient care/customer service, communication, leadership, respect and teamwork—meet every other week and are each comprised of nearly 20 employees. Team leaders chosen so far to drive the team discussions and efforts include Tracy Johnston, Becky Trask and Michelle Thomas for quality patient care/customer service; Karen Sax McLoughlin and Stephanie Swistak for communication; Jeff Pike and Karen Purdy-Reilly for leadership; and Susan Kelly and Michael Fraai for teamwork. Over the past year, BWH has already implemented a number of enhancements in response to the survey data. Included on this list are initiatives related to improved communication, diversity, health and safety, leadership development, patient care/customer service, reward and recognition, staff retention and effectiveness, transportation and training. Some examples include: • Creation of BWH Nurse, a monthly newsletter for and about nurses • Spanish for Health Care Professionals • Increased senior management visibility • Commitment to the new Bretholtz Center to benefit patients and their families • Compassionate Scholars Award • Employee Referral Bonus Program • 45% subsidy for T passes • Enhanced new hire orientation Look for more enhancements in future issues of Bulletin. “The teams’ efforts and the positive changes so far underscore the energy throughout the hospital to raise the quality of worklife for all employees,” said Cheryl Locke, vice president of Human Resources at BWH.