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High-Performing Healthcare Organizations Have Seven Qualities in Common

Wednesday, March 26, 2008 General News J E 4
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DALLAS, March 25 Top-performing organizations share manyof the same characteristics, processes and practices. Along with two otherhealthcare executives, Paul Spiegelman, founder and CEO of The Beryl Companiesand author of "Why Is Everyone Smiling? The Secret Behind Passion,Productivity and Profit," revealed the seven simple truths of high-performingfacilities at the recent American College of Healthcare Executives AnnualCongress in Chicago.

"Healthcare organizations are being challenged to operate on the sameprinciples as other retail and service businesses," said Spiegelman. "Marketdynamics like transparency, consumerism and staffing shortages demand thathealthcare executives seek ways to set their organizations apart as anemployer of choice and a provider of exceptional customer service in additionto excellent clinical care."

Spiegelman's co-presenters, Britt Berrett, CEO of Medical City Dallas, andJason Wolf, director of organization development Eastern Group for HospitalCorporation of America (HCA), shared their findings from a multi-facilitystudy that uncovered the characteristics in common of HCA's highest-performingfacilities. "Organizational performance does not require extensive,complicated plans, but rather clear commitments to simple, concise andsensible actions that lead to profound organizational outcomes," said Wolf.The HCA study revealed that high-performing facilities had more satisfiedemployees and patients, offered better quality and generated higher earnings.

The seven simple truths revealed at the ACHE Congress presentationinclude:

"By implementing these seven simple truths, healthcare organizationsrealize a positive difference to the bottom line, establish the organizationas an employer of choice, and create a provider of choice," said Berrett.Using these principles, Medical City Dallas has repeatedly been recognized asone of the area's best places to work.

The Circle of Growth philosophy practiced at Beryl establishes thatemployee loyalty drives customer loyalty, which results in businessprofitability. To complete the circle, businesses reinvest profits into theprofessional and personal development of the workforce and the circle beginsagain. This philosophy has contributed to Beryl's being named one of the bestmedium-sized businesses to work for in America by the Society for HumanResource Management last year. Previously, Beryl had been named a top employerin all of Texas and one of Dallas/Fort Worth's best places to work for severalyears.

Spiegelman will be presenting next at the "Power of Impressions"conference sponsored by Beryl's educational arm, The Beryl Institute,March 26-28 in Dallas. The focus of the conference is on enhancing customerservice in healthcare. Key presenters include Brian Grubb from theRitz-Carlton Leadership Center and Chuck Lauer, author and former publisher of"Modern Healthcare." More information is available athttp://www.theberylinstitute.net.

About Beryl

Beryl helps organizations grow revenue and build lasting customerrelationships by connecting people to healthcare. As a leading provider ofoutsourced telephone and Web-based communications, Beryl delivers 24/7exemplary customer service to more than three million consumers each year.Since 1985, hundreds of healthcare organizations have relied on Beryl forbest-practices insight and data they can use to make more informed decisionsabout customer acquisition and retention. More information is availablehttp://www.beryl.net.1. Visionary leadership 2. Consistent and effective communication 3. Select for fit and ongoing development of staff 4. Agile and open culture 5. Put service first 6. Ongoing recognition and community outreach 7. Solid relationships

SOURCE The Beryl Companies
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