Cleveland Clinic : A Non Profit Academic Medical Center

1211 Words Mar 16th, 2015 5 Pages
Cleveland Clinic is a non-profit academic medical center, founded in 1921, and located in Cleveland, Ohio. It employs over 42,000 staff members throughout their various national and international campuses (US, CANADA and the United Arab Emirates). It is regarded as the fourth best hospital in the United States according to US News & World Report and was even recognized by president Barak Obama in 2012 as “one of the best health care systems in the world and a model to follow in the delivery of care”.
In March 2008 the results of the federal Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) prompted senior leadership and managers to take a closer look at the clinics initiatives aimed at patient satisfaction. While
…show more content…
Completed in June 2008, the survey indicated that the clinic as a whole scored in the 38th percentile, physicians scored in the 85th percentile (above standards) and the nursing staff was right at the average level (50th percentile). (Cleveland Clinic, unpublished data). After the results were presented to senior leadership, there was immediate support for HR to develop and implement a strategy to improve and promote employee engagement.
Recognizing that all its employees, including those who work in facilities, food services, transport, etc. contribute to the patient’s experience, and understanding that for employees to be engaged they have to feel connected to the organization’s mission, it was decided that HR would promote an implement a new core value: “We are all caregivers.” Over a 6-month period every “caregiver” (clinical and not-clinical) participated in what was named the “Cleveland Clinic Experience training”, focused on how to respond with more empathy and diligence to colleagues and patients. Approximately 500 caregivers met at each session, working in groups composed of individuals from different departments and levels, including managers, physicians, administrators and support personnel. Service Line manag¬ers also received preparatory and sustainability training in how to support and perpetuate this cultural change in their own units.
Another major change occurred in 2009, when the Cleveland Clinic’s HR
Open Document