At University Medical Center New Orleans, buildings changed, roles changed, but the changes haven’t stopped even though the move to a new facility was over six months ago. One of these changes is happening now within the human resources section of UMCNO, and ultimately LCMC Health System. There is a new strategic plan for UMCNO, and goal number one is to create a “culture of excellence”. The organization plans to do this by empowering and engaging all UMC staff to ensure the long-term success of the organization. Human resources, with new roles, such as talent management and employee relations, are still at the research stage to determine what is the best way to empower its staff in “service excellence”. This paper will endeavor to
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The one point they all agree on is that a happy workforce means increased customer satisfaction. quality, safety, productivity, etc (Hess, 2013). The creation of a happy workforce however is not easy. Employee engagement, as defined in “Carrots and Sticks Don’t Work”, is a heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, and co-workers (Marciano, 2010). This definition emphasizes the four areas that affect employees that, if not handled correctly, can turn an organization into a toxic environment.
The title of the book gives away this author’s opinion, but other researchers agree that incentives and punishment are not the only practices. The RESPECT model is the tactic suggested by Marciano, who believes respect is the central driving force behind employee engagement (Marciano, 2013). The seven drivers are: Recognition, Empowerment, Supportive Feedback, Partnering, Expectations, Consideration, and Trust. The RESPECT model is a tactic for culture change, which UMCNO is prepared to do, but other tactics must also be …show more content…
One positive example of service excellence and of UCLA’s success is in the story of Jay and Katherine Wolf. Katherine had to undergo major brain surgery at UCLA under the care of Michelli, author of the book. He points to the importance of service excellence with the chapter “more than pretty words”. He puts much of the success of the surgery on the honesty and communication that went on with the patient and her family. The decision to move forward with a surgery with extremely high risks was only undertaken after talking to the Wolfs, and not using pretty words, but being honest and open with them. When healthcare workers are open and caring, it becomes “Service Serves Us”, a UCLA value proven when the Wolfs later became brand ambassadors for UCLA, advocating the hospital in public
The one point they all agree on is that a happy workforce means increased customer satisfaction. quality, safety, productivity, etc (Hess, 2013). The creation of a happy workforce however is not easy. Employee engagement, as defined in “Carrots and Sticks Don’t Work”, is a heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, and co-workers (Marciano, 2010). This definition emphasizes the four areas that affect employees that, if not handled correctly, can turn an organization into a toxic environment.
The title of the book gives away this author’s opinion, but other researchers agree that incentives and punishment are not the only practices. The RESPECT model is the tactic suggested by Marciano, who believes respect is the central driving force behind employee engagement (Marciano, 2013). The seven drivers are: Recognition, Empowerment, Supportive Feedback, Partnering, Expectations, Consideration, and Trust. The RESPECT model is a tactic for culture change, which UMCNO is prepared to do, but other tactics must also be …show more content…
One positive example of service excellence and of UCLA’s success is in the story of Jay and Katherine Wolf. Katherine had to undergo major brain surgery at UCLA under the care of Michelli, author of the book. He points to the importance of service excellence with the chapter “more than pretty words”. He puts much of the success of the surgery on the honesty and communication that went on with the patient and her family. The decision to move forward with a surgery with extremely high risks was only undertaken after talking to the Wolfs, and not using pretty words, but being honest and open with them. When healthcare workers are open and caring, it becomes “Service Serves Us”, a UCLA value proven when the Wolfs later became brand ambassadors for UCLA, advocating the hospital in public