Healthcare is in crisis mode. Changes in healthcare abound with increased costs, decreased reimbursements, and nursing and other healthcare provider shortages. According to U.S. government statistics, it is anticipated that the shortage of nurses alone will double (6% to 12%) by the year 2010. Retention strategies and job satisfaction techniques are paramount in enabling healthcare to make the kind of adjustments needed to prevent further crippling effects while national solutions are found.

This model was created for retention of healthcare providers in the acute hospital or clinical setting. It is a communication and conflict/resolution teambuilding model. It promotes quality and cost savings over the long run by increasing staff satisfaction and preventing or correcting problems proactively. This is a "meeting in the middle approach" between administration and staff. Staff is given a voice to make changes from a "grass roots" level, supported by middle management and administration that listens and provides vision to the process. This is a cost effective approach and will create lasting benefit to the organization.

Steps employed in model

1. Administration identifies need for retention of quality staff
2. Administration contacts Heartwork Model Program Coordinator for personalized evaluation of facility.
3. A questionnaire is distributed to staff asking for feedback on issues and opportunities for improvement. A small incentive is provided to personnel who return the questionnaire. Participating staff members are asked to select a co-worker who is an excellent team builder, facilitator and change agent. From the names selected, a staff member is offered an opportunity to become an in-house facilitator for the Heartwork Collaborative Model,and to take part in a team-building experience at the facility. The selected employee is given training and support to facilitate groups in a timely, empowering and productive way.
4. The questionnaire also collects list of problem areas and opportunities for improvement,as identified by participating staff. These are collated by the Heartwork Model Program Coordinator and the in-house facilitator for long term support of program objectives.
5. Small interdisciplinary or departmental teams are formed to address issues. The Heartwork Model Program Coordinator will train the in-house facilitator utilizing proven methods of collaboration and team building. Teams will meet a minimum of twelve hours over a six-month period as it takes times to integrate the team process and train the in-house trainer. The middle manager who attends the team building sessions also receives direct training in practical application specific to their own department’s needs.
6. Task force committees will be developed to address identified problems.
7. The facility will implement an annual staff questionnaire to evaluate continuance of improvements from team building committees and task force committees, staff needs and satisfaction and identify new problem areas in need of improvement.
8. The Program Coordinator will provide continued support by telephone or E-mail to the in-house facilitator. They will receive a quarterly newsletter as well as offerings for continued education in the process of developing the organization.

• Health care facilities that are experiencing increased costs with decreased re-imbursements who are looking for ways to economize without decreasing quality or cutting services.
  • Staff can identify and implement solutions that are better for their work experience than someone who doesn’t actually do the front line work. Administration provides the direction and support.
• Facilities that are fearful of unions coming in or facilities that currently have unions.
  • People don’t need unions if they are truly heard and cared about. When they buy into the mission and vision they are proactive about coming up with solutions that ultimately reduce costs while improving their work experiences. Existing unions don’t make outrageous demands when they are part of the team rather than adversarial.
• Facilities that are having problems and don’t know why.
  • Most personnel dissatisfaction revolves around communication issues and conflict/resolution
• Proactive Facilities that want to integrate the mission, vision and values into the daily practice of staff
  • Too often the mission, vision and values are developed by administration as ideal values but the staff feel they weren’t a part of the decision and haven’t integrated the values.

This Heartwork Model uses the technique of compassionate listening within the framework of diverse work styles. Each person in the team is respected for his or her individual views and offerings to the team. The facilitator actively supports the group by maximizing strengths and minimizing weaknesses. A non-violent communication style is modeled. There is no "storming" within the group. People are allowed to express themselves in a safe manner. No one is allowed to hurt another in the group. No one is allowed to dominate the group. This modeling by the facilitator is a tool for training the in-house facilitator and the manager in attendance. When trust is built the group utilizes synergy to arrive at the best possible solutions. The work is on-going beyond the consultants initial training. The in-house trainer receives on-going support.

Millions of healthcare dollars are spent each year in consultant’s fees. Administrative decisions are made without staff input. Changes are made but not necessarily viewed as improvements by staff. Staff feels brutalized and angry. Work esteem and loyalty fall off. Administration may say something like "we give them so many good things and they are never happy." Improving personal work esteem makes people happy. This is an affordable and long lasting method to deploy self-esteem in the workplace creating satisfaction, loyalty.

Please contact Heartwork Productions for further information.: