Siemens Healthcare Workforce Development Series : Zwanger -Pesiri White Paper

White Paper:  Zwanger Pesiri Radiology: To help maximize the impact of its frontline managers, Zwanger-Pesiri Radiology partnered with Siemens Healthineers for Healthcare Workforce Development. 

What is the quantifiable impact of workforce development? ZWANGER-PESIMI PARTIJEN A case study: Zwanger-Pesiri Radiology At a Glance: Zwanger-Pesiri Radiology 23 offices throughout Long Island, NY • More than 1,000 staff members • Performs nearly one million exams per year • Opened in 1953 • Maximizing the impact of frontline What is the Workforce Development Series? managers on satisfaction and efficiency The Healthcare Workforce Development Series (HWDS) In a recent Harvard Business Review study, 77% percent is a customized approach to staff development that uses of respondents said frontline managers are important in innovative, interactive formats to help staff implement helping their organizations reach their business goals. Yet, new techniques to effectively thrive and drive the highest only 12% of respondents said their organization currently quality of patient care. The series includes workshop invests sufficiently in the development of frontline options for three different audiences: frontline staff, managers¹. managers, and executives. Workshops are held at the customer location and begin with a series of pre-assessments Managers are critically important to organizations but so Siemens Healthineers can truly personalize the content often lack development training and leadership skills. to the staff’s—and the organization’s—exact needs. Take Zwanger-Pesiri Radiology, for example. The vast majority of its frontline managers worked their way up As such, the HWDS is personally tailored to meet the to leadership roles, yet as a result, they lack formal goals of Zwanger-Pesiri Radiology by providing focused management training. leadership training to better equip the frontline team. The development workshops included seven (7) modules: Decision-makers at Zwanger-Pesiri recognize, however, Workplace Communication, Understanding Change, that a business needs to invest in frontline management Dealing with Conflict, Performance Management 1 & 2, training since these staff members serve as intermediaries Coaching, and From Ideas to Solutions. between employees and executive leadership, while contributing to day-to-day operations and mission-driven noteworthy objectives. How do you quantify the value of workforce development? To help maximize the impact of its frontline managers, Zwanger-Pesiri Radiology partnered with Siemens To identify the real return on investment that strategic Healthineers for Healthcare Workforce Development. leadership training provides, Zwanger-Pesiri staff members completed evaluations immediately following each workshop. In addition, six months after the completion of 77% of organizations identify frontline the first workshop, they received another online survey. Participants were also asked to volunteer “stories” related managers as key to achieving business goals¹ to implementation and successes directly related to the Siemens Healthineers leadership training. SIEMENS Healthineers Outcomes: Impact on Participants (Personal ROI) Participants indicated that since attending the • workshops, they are experiencing greater job satisfaction. This can have a direct impact on Zwanger-Pesiri Radiology as the research overwhelmingly supports that employees with higher job satisfaction are more committed to the organization. This has been documented as recently as 2017 in a cross-cultural comparative study that found “job satisfaction has a significant positive impact on affective organizational commitment.⁶” Participants indicated that since attending the workshops, • Outcomes: Net Promoter Score their confidence as a leader has increased and their ability to lead their team effectively has improved. The industry standard for evaluating training is the Net Promoter Score (NPS), which is calculated as a number In addition, participants were asked if they have a • between -100 and +100. It is based solely on the response specific leadership goal that they are working on and to this question: “How likely is it that you would 87% responded “Yes.” This indicates a continued recommend our company/product/service to a friend or leadership development focus since attending the colleague?”⁵ Respondents choose a number between 1 and Siemens Healthineers workshops. 10; those who choose 9 or 10 are considered “promoters.” They are the most likely to repurchase or give a referral. Participants who are “passively satisfied” choose a 7 or 8 Outcomes: Customer Service & Efficiency and “detractors” choose a number from 0 to 6. Customer Service: 87.5% of participants answered “yes” A net promoter score is calculated by subtracting the to the following question: percent of detractors from the percent of promoters. Do you believe customer service has improved as a result Therefore, if 60% of respondents were promoters of your leadership training? (chose 9 or 10) and 20% of respondents were detractors (chose a number from 0 to 6) the net promoter score would Office Efficiencies: 100% of participants answered “yes” be +40. According to KnowledgeAdvisors, the median NPS to the following question: for all training types is +43, with +71 as the highest value Do you believe office efficiencies have improved as a result seen for IT training.⁵ At Zwanger-Pesiri Radiology, the net of your leadership training? promoter score for the HWDS series was +90. The Net Promoter Score for the HWDS series was +90. Leading Through and Acceptance of Change “Throughout all of the Siemens workshops, I was able to obtain a better understanding about why change is necessary within the workforce and how, as managers, we should be the first to support it. With all of this knowledge, I was able to share with my staff and give them some insight. I was able to implement this when the front desk went through a major change [to] our work flow. [As a result,] they all embraced the change with an open mind.” Talent Value ROI Estimate Participants Initial Asset Leadership Comp, Percent Talent Value Cost of Current Assets Value (a) % addressed (b) Improvement (c) Benefit (a*b*c) Development (a*b*c)+a HC Office $715,000 Managers ($65K average 87% 71% $441,656 $94,500 $1,156,656 including overtime) Outcomes: Talent Value ROI Outcomes: Attendee Feedback Talent Value is one way to quantify the value (ROI) of While the ROI numbers are impressive, it is important employee training. to also obtain feedback regarding the changes in behavior as they directly relate to the skills learned. By partnering with Siemens Healthineers to develop the frontline managers, Zwanger-Pesiri Radiology At Zwanger-Pesiri Radiology, the participants noted hoped to increase the value (or worth) of this group by a number of positive outcomes, including: strengthening each participant’s leadership skills. A decrease in negativity. • Talent Value ROI is calculated by subtracting the Cost from Benefits and dividing it by Costs: An acceptance of change for both the participants • and their direct reports. Improvement in overall workflow. • Benefit – Cost of Program • = % ROI Improved communication between manager, Cost direct reports and higher level administrators. Increase in efficiency of direct reports. • Implementation of initiatives to increase throughput • Two questions have to be asked to determine the benefit to the organization: and decrease patient wait times. 1. Of all the leadership/management skills necessary for your success at Zwanger-Pesiri, what percentage was addressed in this development series? (Your answer should range between 0% and 100%.) Increase Throughput and Decrease Wait Times 2. Overall, what percentage has your leadership/ “A specific example would be the recent management skills improved during the course of this program? (Your answer should range between implementation of checking in and checking 0% and 100%.) out at the front desk. It was a dramatic change from our previous approach to patients walking At Zwanger-Pesiri, it was determined that into our office. At first, we had specific designations of checking in and checking out, the Talent Value ROI estimate was 367%. which sometimes became too rigid. We were able to, as a team utilizing collective brain writing, work together toward a solution. [The new] designations [work] to help throughput and decrease wait times for the patients.” Strategic leadership development can have a positive return on investment. A partnership with the right training expert can lead to knowledge transfer and application of skills that can have significant, positive impacts on the organization and its customers. The outcomes achieved by the Siemens customer References described herein were achieved in the customer’s unique 1 setting. Since there is no “typical” hospital and many Harvard Business Review Analytic Services. Frontline managers: Are they given the leadership tools to succeed? 2014 [cited 2017 June]. Available variables exist (e.g., hospital size, case mix, and level of from: IT adoption), there can be no guarantee that others will achieve the same results. ²Block L, Manning L. A systematic approach to developing frontline leaders in healthcare. Leadership in Health Services. 2007; 20(2): 85-98. On account of certain regional limitations of sales rights ³Holt SW. Creating effective leadership development programs: A descriptive and service availability, we cannot guarantee that all quantitative case study, Doctor of Philosophy, University of Nevada, Las Vegas, NV. 2011. products included in this brochure are available through the Siemens sales organization worldwide. Availability ⁴Collins DB, Lowe JS, Arnett CR. High-performance leadership at the and packaging may vary by country and is subject to organization level. Advances in Developing Human Resources. 2000; 2(2):18-46. change without prior notice. Some/All of the features and products described herein may not be available in the ⁵A Pass Education Group. Corporate training and net promoter score. 2015 United States. [cited 2017 June]. Available from: corporate-training-and-net-promoter-score/. The information in this document contains general ⁶Chordiya R, Sabharwal M, Goodman D. Affective organizational technical descriptions of specifications and options as commitment and job satisfaction: a cross-national comparative study. Public Admin. 2017;95:178-195. well as standard and optional features, which do not always have to be present in individual cases. Siemens reserves the right to modify the design, packaging, specifications, and options described herein without prior notice. For the most current information, please contact your local sales representative from Siemens. Note: Any technical data contained in this document may vary within defined tolerances. Original images always lose a certain amount of detail when reproduced. Siemens Healthineers Headquarters Local Contact Information Siemens Healthcare GmbH Siemens Medical Solutions USA, Inc. Henkestr. 127 40 Liberty Boulevard 91052 Erlangen, Germany Malvern, PA 19355-9998, USA Phone: +49 9131 84-0 Phone: 1-888-826-9702 Order No. A91SVC-171609-P1-4A00 · Online Pdf · 11-2017 · ©Siemens Medical Solutions USA, Inc., 2017

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