Doctors, just like all of your staff, deserve and want to be recognized and rewarded for their contributions to the organization. The HealthStream Engagement Institute recommends developing multiple ways to recognize physicians. The following are some suggestions:
The Physician Payment Sunshine Act requires that all manufacturers of drugs, devices, and biological and medical supplies covered by federal health care programs report all financial relationships with physicians and teaching hospitals to the Centers for Medicare and Medicaid Services (CMS).
According to research, four out of ten workers globally are disengaged. In the healthcare industry, the situation is worse. Nurses in the U.S. are overworked, stressed, and emotionally and physically exhausted, causing nearly 50% of staff to be either disengaged or just moderately engaged. This situation is not helpful to an industry that is seeking to increase its workforce.
Leaders often ask which tool is most effective for improving the patient experience in the emergency department. If they were to select and implement just one item with the most impact for enhancing service in the ED, what would it be? The answer to that question is simple.
Are your employees aware of your healthcare organization’s vision and top objectives? If your organization is like most hospitals and healthcare organizations, employees do not have any insight into your key objectives.
Learn how hourly rounding improves communication and ensures the best outcomes in a healthcare setting between staff, patients, and loved ones, from HealthStream.
Here are three hospital recognition programs and reward best practices HealthStream's partners crafted, unique to their very own healthcare environments.
This blog post initiates our series of Best Practices from Baptist Leadership Group, a HealthStream Company. Every week we will share information from BLG that demonstrates their expansive understanding of the challenges faced by healthcare organizations and the solutions they have identified for improving the patient experience and patient and business outcomes.
This blog post, taken from HealthStream's coaching best practices series, shares six lessons for healthcare leaders about their responsibility for rewards and recognition.
This blog post details how all healthcare facilities across the nation need to take harassment prevention training seriously.
Emory Healthcare is a six-hospital system with multiple physician offices in and around Atlanta, Georgia. As the HealthStream Learning Center System Administrator, Pat understands the value of continuing education. She is passionate about helping Emory staff get the credits they need to keep doing what they love doing.
We believe that everyone in an organization deserves a chance to be a hero—to make a difference; thus we recommend tiers of recognition and awards. Your award system can be similar or take a different form. Use your own judgment about the culture you want to create. And remember it may take time to make it happen.
This blog post excerpts an article by Danielle R. Coleman, Director of Medical Technologies, HealthStream, in the Fall 2014 issue of HealthStream's PX Advisor, our quarterly magazine focused on improving the patient experience.
As an essential part of an organization’s workforce strategy, the annual employee engagement survey provides organization-wide feedback for an overall view of the health of an organization and the factors influencing business outcomes. Employee engagement is the metric that drives everything else, and when scores rise or fall, other metrics, such as financial or operational performance, and patient satisfaction can climb or dip with it.
In order for Standards of Performance to become ingrained in a healthcare organization's culture, they must be hardwired so that employees live and breathe them daily. Communication is the key to making a permanent connection between the Standards and the behaviors that most exemplify the culture, serving as the backbone of its success.
A comprehensive nurse preceptor program consists of structures and processes that are tied to two types of outcomes. There are no specific or prescriptive steps for developing a comprehensive program. Every organization will need to look at its culture, resources, and unique needs to determine the exact steps and content of its program. However, some universal guidelines and steps are helpful to consider when building a program from infancy.
Kettering Health Network was facing several challenges, including effectively managing employee competencies, standardizing its education program, improving HCAHPS scores, minimizing training inefficiencies, and improving its accreditation process. Since partnering with HealthStream, Kettering has pursued multiple solutions and, as a result, experienced significant improvements.
For healthcare organizations, retention is critical in achieving patient-centered excellence. When retention suffers, the impact is felt across many hospital strategic priorities. Many organizations create a strategic goal around retention or employee turnover; however, retention matters, not in and of itself, but because of the outcome the goal produces.
The best chart is usually not the newest, most elaborate, or most colorful. In fact, it's often the opposite. You don’t order a medical test for a patient just because you can--don’t just use the sexiest chart available either. So, how do you determine which chart is right for your audience?
On August 31st Health Economist Austin Frakt published an article in in the New York Times “TheUpshot” column suggesting “A New Way to Think About Conflicts of Interest in Medicine”.
