Studer Model and Staff Engagement
"The focus should be on hardwiring consistent, excellence throughout the organization- when you do this, engagement is a byproduct" (Studer et al., 2014, p.82).
(Studer et al., 2014)
Evidence Based Leadership (EBL) building blocks of engagement all work together in a systematic way to improve staff engagement throughout organizations (Studer et al., 2014). There are three critical components Studer outlines:
Objective evaluation systems and leadership development
must-have behaviours and performance management
standardization and accelerators
3 Overarching elements of staff engagement:
Alignment: "Leadership goals and measures need to be aligned and cascaded to achieve organizational results and consistent experience for patience, physicians, and staff" (Studer et al., 2014, p. 79).
Action: Everyone needs to take the right actions quickly and precisely. This depends on ensuring leaders have the right skill set" (Studer et al., 2014, p. 79).
Accountability: The organization needs transparent systems and processes that hold people accountable in order to " (Studer et al., 2014, p. 79).
The key building blocks to improve staff engagement and patient experience:
A sense of urgency: urgency creates the clarity and focus needed to bring about change.
Transparency: being transparent with data is a way to get people on board with improvements and to be accountable for results.
Common Values: leaders and employees modelling organizational values as a foundation to culture.
Leadership development: leaders seeking to engage employees and physicians in continual performance improvement.
Objective evaluation system: Organizations and leaders must have systems in place to hold people accountable for actions to attain meaningful and sustainable results.
Making the why connection: people need to want to make the changes we are asking them to make, once they understand the why behind them, they are willing to comply.
Aligned communication: making sure that throughout the organization the goals and priorities are understood, and that they support the mission, vision and values.
Input into decisions: Seek out the voice of employees at every level to identify and execute on continuous improvement opportunities.
Frequent goal measurement: once goals are aligned it is important to track their progress on a frequent and regular basis.
Feedback: once goals are being monitored and measured, feedback is important to drive performance.
Reward and Recognition: behaviour that gets recognized and rewarded gets repeated.
(Studer et al., 2014)