I. Clinical Performance Standards and Expectations

Dr. Rutherford described the work and enthusiasm that the Employee Standards Focus Group has put into reviewing and elaborating on clinical performance standards and expectations.  He noted that both this group of employees and those who served on the committee to develop the Southwestern PROS training (recently thanked at a luncheon), really appreciated the opportunity to participate and provide input in these important matters.

The managers were asked to review the standards and send their comments to Julie Landesberg.  (A revised draft of the Clinical Performance Standards and Expectations will be sent to the clinic mangers by Tuesday, April 27th.)

Dr. Rutherford stated that the Employees Standards Focus Group is now reviewing the current Personal Appearance and Dress Code Policy (#1-21).  Following their discussion at their next meeting on April 30th, their revised draft will also be presented to Clinic Managers for review and comments.

Dr. Rutherford reminded Managers that these documents must be carefully reviewed as once implemented, these standards will be enforced.

Dr. Behrendt reminded the Managers that these standards will form the basis on how we hire employees, review performance, counsel employees, and reward good performance.  They will be emphasized at the time we recruit and orient new employees and will be the foundation for the expectations of our staff, managers and physicians.

II. Employee Recognition

A variety of materials were handed out that detail theory and aspects of employee recognition.  Dr. Rutherford noted that employee satisfaction is an important element of any recognition program.  The Health System is currently building a tool (survey) to measure employee satisfaction which will be rolled out this summer.

Dr. Rutherford reviewed with the managers the highlights from the materials they were provided.  He admitted many of his ideas regarding useful and successful recognition programs were proven out of date after his recent research.  It would appear that employees most welcome personal, on-the-spot recognition from their supervisors and managers that is timely and sincere.  The shift now in employee recognition, is to empower Managers to recognize and reward excellent performance in a meaningful way as it happens.

• Employers can rely too heavily on gifts and “trinkets”.  They become convenient tokens of appreciation that diminish in value to employees when sincere, personal recognition is omitted.
• Training needs to be developed and provided to supervisors and managers so they can recognize excellent performance
• Tools and a budget must be provided to managers and they must be empowered to reward excellent performance at their discretion
• Recognition tools also need to be developed and available for patients to recognize outstanding employee performance

A number of managers commented that their staff wish to receive more money in recognition of their performance.  Dr. Behrendt assured them that we are reviewing plans for employee incentives (for teams of employees and for individuals) including mid-year, lump sum awards.

Dr. Rutherford noted that the new employee satisfaction survey will provide us with very useful information.  If we don’t measure satisfaction, we can’t move to change the culture.

Several managers noted that their employees have real problems facing change. 

Dr. Behrendt suggested that Managers talk to their staff, let them know you are aware that many changes are taking place and it is difficult.  Managers need to emphasize the importance that these changes take place, but ask employees what can be done together to work through all of this.  The process of change includes denial / resistance / exploration / acceptance.  People work through this process at different speeds.  We need to help our staff through the process.

The process for implementing the performance standards was discussed.

The members of the Employee Standards Focus Group could be used to bring the message to other staff.  This allows the message to come from employee peers and provides recognition to those employees who worked to develop these standards.

III. Uniforms and Personal Appearance and Dress Code Policy

The Committee was given the current Personal Appearance and Dress Code policy.  This is being reviewed by the Employee Standards Subcommittee.  Dr. Rutherford asked if establishing a clinical uniform might be something to consider.  In visits to various medical centers, he noted those clinics whose employees had uniforms were very professional.  Uniforms could be a portion of an employees dress, such as at Johns Hopkins, where (as an example) managers wore a specific jacket, and at Northwestern there were employees in full uniform. 

Here at UT Southwestern, some of our clinics utilize a variety of uniforms. 

• In Plastic Surgery, front desk employees have a uniform suite, which they love.

• In Otolaryngology it was a hard transition, but the patients liked it as it was easy to identify staff.

• Orthopaedic Surgery staff wear scrubs.  The clinic pays full cost and the employees decide on color.

Dr. Rutherford told the Committee he will hold a focus group meeting of those employees who currently used uniforms to get their comments on the pros and cons of requiring uniforms.

Dr. Rutherford said we are also addressing dress standards for physicians as well.  This will be detailed in the new dress code policy.

The next meeting of the Mangers Clinical Operations Committee is scheduled for Thursday, May 26, 2004 from 1:00 – 2:30 p.m. in the Aston 9th floor conference room, U9.112.