Members include:
Executive Sponsors: Mary Lynn Devlin & Peter Gloggner, Co-Chairs: Kathy McKinney & Joan Realdine, Members: Che Che Chopko (Anesthesiology), Robert Farr (Security), Pamela Ives (2 East), Christy Lotman (Human Resources), Denise McNair (Accounts Payable), Troy Mosely (Materials Management), Rick Ragan (Facilities), Zack Royston (Triangle), Karen Smith (Outpatient Registration), Margaret Souder (Surgical Services).
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GPTW Parking Permits
July 14, 2010
If you would like the opportunity to park in our parking garage during day shift hours please complete the form below. On the 25th day of each month 10 names will be randomly drawn. Winners will be notified, given a parking permit and asked to sign a parking agreement. Names of winners will be published on our employee website.
Entries are eligible for the monthly drawing for a 3 month period. Therefore, you should resubmit your name every 3 months.
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You're invited to participate in our dress code survey
April 04, 2010
The Great Place to Work through Service Excellence Steering Committee is giving you the opportunity to weigh in on possible changes to our dress code policy. Please take a moment to give us your feedback on the following questions as they relate to our dress code.
This survey closed on April 7th.
Thank you for participating in our survey. Your feedback is important.
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Caring Communication Initiative
February 04, 2010
This winter, we will roll out our new Caring Communication initiative. This program will teach us a new approach to improve our interactions with patients, their families and your co-workers.
Careers in healthcare afford us a unique opportunity to positively impact the lives of others. Caring communication techniques cultivate greater trust and cooperation with our patients, decrease their anxiety , and boost the pride and job satisfaction that comes from helping others. Through this program, you will learn to speak the language of caring.
We are aware of the time demands of your job and other training initiatives. Caring Communication will be rolled out over an 18 month period. I encourage you to embrace this program as an opportunity for personal and professional growth. Participate fully in the learning modules at your staff meetings and use the techniques that you will learn in your interactions with co-workers, customers, patients and visitors. The program will provide you with new insights into a communication style that will make a difference, not just at the hospital, but in your relationships outside of the workplace.
The Caring Communication initiative fits nicely with our Service Excellence training and Great Place to Work program. They are all part of a broader vision for an organizational culture that views compassion, trust and teamwork among its highest priorities. Please contact the Affinity Health Institute if you have any questions. Thank you for your support.
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How we determined our priorities
January 24, 2010
The steering committee took information gathered from three sources where employees were asked what we as an organization need to do to strengthen as we move forward on our "Great Place to Work" journey. The employee comments made in the first Great Place to Work Survey that was performed in November 2009, the survey conducted at the Employee Forums last Spring and finally the information that we obtained at the FY2010 Goals Fair.
The committee then grouped the suggestions into themes and then categorized each of these based on the five dimensions of a Great Place to Work: Credibility, Respect, Fairness, Pride, and Camaraderie.
We then ranked the findings and decided to select from the top three areas of concern and created work groups to evaluate current practice and make recommendations for improvement. The areas of focus are listed in the menu on the right.
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January Update: Activities Committee
January 24, 2010
This team is looking for opportunities for socialization and incorporate employees' families in hospital events. They are planning quarterly events.
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January Update: Dress Code
January 24, 2010
This team is evaluating our current dress policy and looking for opportunities to update to ensure that we have a contemporary dress code that promotes a professional environment and allows for opportunities for "fun" in the workplace. They have been contacting other hospitals and other industries to learn about their dress codes. One of the things they have learned is that the dress policies at other facilities are stricter than ours. They are going to be putting out an employee survey in the next few weeks.
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January Update: Child Care
January 24, 2010
A survey was conducted to determine the interest level by staff in using a hospital based child care facility. The response rate was low, but there are employees in need of more convenient child care. The team will be making a recommendation next month on possible alternative options.
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January Update: Recognition
January 24, 2010
This team is looking to develop ways to ensure managers are consistently delivering staff recognition, making employees feel valued. They have determined that consistency, accessibility and visibility are the key things employees are looking for from management. They are defining the means of recognition and will be making a recommendation in February.
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January Update: Communication
January 24, 2010
The steering committee has recommended and it has been approved to implement a program called The Language of Caring.
The Language of Caring was developed by Wendy Leebov. It is a nine-module, nationally recognized, training program designed to achieve improvements in the patient experience and improve communication with each other. We are launching this program in February with training for Service Excellence Champs and managers. Staff education modules will begin in March.
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January Update: Staffing
January 24, 2010
This team is evaluating opportunities for flexible scheduling. They have learned that flexible scheduling, to a degree, is currently taking place in some areas of the hospital. Currently, they are considering the organizational impact by identifying the obstacles that stop us from having flexible scheduling.