Post on 11-Feb-2018
Bangkok Hospital Medical
Center’s Culture
Transformation
• Transformation of Medicine
• Culture Transformation Requirement
• What’s Difference Between
Value/Culture, Competency &
Employer Brand
• Elements of Culture Transformation
• Employer Brand What Does It Deliver
• Validation Value & Culture
IOM( INSTITUTE OF MEDICINE) REPORT: 10
RULES FOR REDESIGNING HEALTH CARE
1. Care based on continuous healing relationships--care whenever its
needed, not just through face to face visits
2. Customization based on patient needs and values
3. The patient as the source of control
4. Shared knowledge and free flow of information
5. Evidence based decision making
6. Safety as a system property
7. The need for transparency--all information available, including the system’s
performance on safety, evidence based practice, and patient satisfaction
8. Anticipation of needs
9. Continuous decrease in waste
10. Cooperation among clinicians
WHAT WILL SURVIVE AS THE
WORLD CHANGES COMPLETELY:
1. Clear ethical values
2. Being clear about our mission
3. Putting patients first
4. Constantly trying to improve
5. Basing what we do on evidence
6. Leadership
7. Learning
VALUES, CULTURE, COMPETENCY AND EMPLOYER BRAND: WHAT’S THE DIFFERENCE?
Values / Culture Competency Employer Brand
Definition “The way we do things
around here”
Values are key components
of culture and ways of
working and are vital parts
of organizational
performance.
“Knowledge, skills
and attributes”
Knowledge, skills and
attributes of staff to perform in their job well
“Employment
Promise”
“Promise” or
the image that employees
have about the type of employer an organisation is
Example • Teamwork
• Caring for each other • Integrity
• Negotiation Skills
• Presentation Skills
• People Management
• Change Management • Service Minded
• Opportunities to grow in
the organization • Work-life balance
Successful Culture
Transformation Requires 5
Things
Knowing What To
Do
Knowing How To
Do
Having an all-
encompassing Team of Specialists
Having Experience
Practicing What We Preach
Culture Transformation Requires
5 Things
“If…. Then…..”
“I Can and Should Make the Difference”
WHAT
• A Clear Statement of the Desired Outcome
HOW
Available and Understood • Policies • Procedures • New Behaviors
LEADERS INVOVEMEN
T
• KNOW RIGHT • DO RIGHT • LEAD RIGHT
EMPLOYEE ENGAGEMEN
T
• Shared Commitment to Success by every employee
“From To”
Model Coach Require
Demonstrate Accountability
Know Consequences
Consistent Employment
Recognition and Consideration
Consistent Ongoing
Communication
Four Elements of Culture Transformation
WHAT?
A Clear Statement of the Desired Outcome
BMC STRATEGIC DIRECTION
(VISION / MISSION)
• Customer Satisfaction
• Compassion
• Quality/ Excellence
• Continuous Improvement
• Efficiency
• Being the Best
• Ethics
• Social Responsibility
Implication to Values
BMC 2012-2016 Key Strategies
• Ensure Business Growth
• Excellent in Health Care Services
• Improve Organizational Efficiency
• Organization Capital Management
Vision Bangkok Hospital Medical Center is a premier tertiary healthcare provider, dedicated to international quality and customer focused care
Mission
We are committed to being the leader in providing internationally
accepted, efficient and ethical high quality care through dedicated
academic healthcare team, effective leadership and up to date technology,
and contributing positively to communities through social responsibility.
Philosophy Bangkok Hospital Medical Center is where advances in medicine meet with compassion ณ สถานทแหงน......คอ สถานทซงความเจรญกาวหนาทางการแพทยและคณธรรมมาบรรจบกน
HOW?
• Available and Understood
•Policies •Procedures •New Behaviors
POLICIES &
PROCEDURE
Available and Understood Based On:
- JCI Accreditation Standard for Hospital
• 320 Standards
• 1219 Measurable Elements
- Focus on Patient Safety and Quality
Improvement
We believe that we can achieve this by
treating our employees as we would
want them
to treat our patients
Advanced and Caring
CARING CULTURE
1
We care for our patient
and their families
2
Our employee care for
each other
3
Our organization
and our leaders care for all of
us and our families
TRANSFORM TO BE
QUALITY CULTURE
• Quality Improvement
• High Performance Organization
• HA(Hospital Accreditation Standard)
• JCI (Joint Commission International Accreditation
Standards)
• CCPC (Clinical Care Program Certification)
JCI CCPC (CLINICAL CARE
PROGRAM CERTIFICATION)
CCPC 1 : Heart Failure
CCPC 2 : Acute Coronary Syndrome
CCPC 3 : Primary Strokes Program
CCPC 4 : Breast Cancer
CCPC 5 : Lower Back Pain
CCPC 6 : Ambulatory Diabetes Mellitus Type II
CCPC 7 : Acute Traumatic Brain Injury (TBI)
NEW BEHAVIOR
• Core Competency
• Leadership Competency
• Functional Competency by Professional
Teamwork Effective Communication
Result Oriented
Customer Focus
Continuous Improvement
LEADERSHIP
COMPETENCIES
Strategic Thinking
Driving Chance
Good Governance
Developing & Coaching People
LEADERS
INVOLVEMENT
•KNOW RIGHT •DO RIGHT •LEAD RIGHT
EMPLOYER BRAND WHAT DOES IT DELIVER?
HR System
Staffing Plan
Recruiting and
Selection Strategy
New Hire Orientation
Culture
In
Internal Communication
Message
Competency Development
Organizational Structure
Employee Engagement
Programs
Action
Training and Development
Reward Programs
Performance Management
Plans
The Employer Brands in these organizations help set the direction and
framework for all HR systems, policies and programs
The Employer Brand represents an Employment promise
STAFFING PLAN
Introduction: Staffing Plan in HR policy is the basic tool used to determine the optimum staffing levels to support the appropriate quality required by function. This policy must be aligned with hospital policy and support hospital vision, mission & Strategies.
Statement of Conditions: Staffing Plan and/or Manpower Plan has to develop once a year together with
business plan. The plan has to be reviewed every 6 months and/or when necessary.
Decide from 7 criteria are: Business Plan Retirement Plan OPD/IPD Ratio New Utilized Technology Turnover Rate Scope of Services Mix of Patients/ Patient Classification
Staffing Plan is proposed by head of department to finalize with line management and HR Director then approved by CEC Committee
Standard time for clinical and scope of service for share service is used as the methodology to calculate staffing plan by using 3 years historical data. For example OPD per counter visit , IPD per patient day, Pharmacy per prescription.
Line
Manager
inform
new JD to
Staff
after
signed the
document
will keep
in their
personal File
Line Manager
& HR Create
Staff
Responsibiliti
es and
Qualification
in Job Description
Line
Manager
revise JD
once a
year (or)
Line
Manager
Inform JD
to Staff at
the time
they
being
their work
Line Manager
Revise
Staff’s JD
Related to org. restructure
Line Manager
Revise
Staff’s JD
Related to New
Department or new service
Line Manager
Revise
Staff’s JD
Related to New
assignment or
changed responsibilities
Flow การก าหนดลกษณะหนาทงาน
Short list candidates from Testing (Professional test,
English test, Attitude test)
Panel Group Interview with line manager
Interview using BEI Technique (Behavioral Event Interview)
Based on Job Description & Competency Based
Interview
RECRUITING AND SELECTION STRATEGY
24
INTERNAL
COMMUNICATION
MESSAGE
STAFF MEET CEO
STAFF MEET
HOSPITAL DIRECTOR
STAFF MEET NURSING
DIRECTOR
NEW HIRE ORIENTATION
& ON BOARDING
PROGRAM
ORIENTATION
ALLIED HEALTH / SUBCONTRACT ORIENTATION
DEVELOPMENT AND
TRAINING
EMPLOYEE DEVELOPMENT PROGRAM
- Clinical Excellence
- Business Excellence
- Thai Hospital Excellence
Functional
Competency
- Core Competency
- Leadership Competency
Success
- Patient Safety Goal Training -IV Care
E-LEARNING
HIGH VALUE FOR PERFORMANCE
We recognize and reward performance and
achievement
KPI CASCADING
FROM CEO TO STAFF
Hospital Director Division Department Staff
SET PERFORMANCE MANAGEMENT
SYSTEM
Performance
Planning
Performance
Feedback &
coaching
Performance
Assessment
Competency
Assessment
Key Performance
Indicators
Job-based
evaluation
PAY
Providing competitive base Pay compared to
market and link to Job Evaluation
Differentiate high performing and low
performer in performance link to pay
Focusing on Performance based Pay
JOB EVALUATION FACTORS
AND POSITION LEVEL
EMPLOYEE
ENGAGEMENT
• Shared Commitment to Success by every employee
Pre-placement screening
41
พบแพ
ทย
CBC
UA Bl,g
r
Anti H
IV
CXR
Rh
Color
Blin
dnes
s
Visio
n Tes
t
Preg
test
(Fem
ale)
ลานส
ายตา
Stoo
l exa
m,C/
S
Varic
ella
Rube
lla
Hepa
titis B
pro
file
Hepa
titis C
SGPT
Crea
tinine
[ ]Me
thano
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Benz
ene i
n urin
e
BMC1002 BMC Supervisor Office โรงพยาบาลกรงเทพเขางานชาย 650 ,หญง 700 - - - - - - - - - -
BMC1004 Patient Services Department โรงพยาบาลกรงเทพเขางานชาย 650 ,หญง 700 - - - - 330 240 29 29 - -
BMC1010 Audio Visual โรงพยาบาลกรงเทพเขางานชาย 650 ,หญง 700 - - - - - - - - - -
BMC1012 JMS Unit โรงพยาบาลกรงเทพเขางานชาย 650 ,หญง 700 - - 297 - 330 240 29 29 - -
BMC1013 International Medical Services โรงพยาบาลกรงเทพเขางานชาย 650 ,หญง 700 - - 297 - 330 240 29 29 - -
BMC1014 Admission Unit โรงพยาบาลกรงเทพเขางานชาย 650 ,หญง 700 - - - - - - - - - -
BMC1015 Patient Escort Unit โรงพยาบาลกรงเทพเขางานชาย 650 ,หญง 700 - - - - 330 240 29 29 - -
BMC1021 Medical Record Services โรงพยาบาลกรงเทพเขางานชาย 650 ,หญง 700 - - - - - - - - - -
BMC1025 Customer Relationship Manageme โรงพยาบาลกรงเทพเขางานชาย 650 ,หญง 700 - - - - - - - - - -
BMC1026 Utilization Management โรงพยาบาลกรงเทพเขางานชาย 650 ,หญง 700 - - - - - - - - - -
BMC1027 Contact Center โรงพยาบาลกรงเทพเขางานชาย 650 ,หญง 700 - - - - - - - - - -
BMC1043 Customer Service โรงพยาบาลกรงเทพเขางานชาย 650 ,หญง 700 - - - - - - - - - -
DeptID Descr
ตรวจสขภาพพนกงานกอนเขาท างานOrder : ชดหลก Option
HEALTH AND SAFETY
FIT FOR WORK OR NOT FIT FOR WORK
42
Staff
Interview
Medical examination
Inform result by physician
Recruitment
Hire
Fit for work Consult ICN or ICP
yes
no
Alternative position
INFLUENZA VACCINATION MATRIX
43
EWC- ก าหนด High risk HCWs immunization matrix
- HR
HR-
-
HR- staff
clinic
Clinic - OPD
recored Nursing intervetion for OPD form scan
Non clinic- staff clicin OPD recored
Nursing intervetion for OPD form scan
HR- matrix
ห า หต High risk HR Staff clinic
matrix
Workplace Inspection
STAFF SATISFACTION
& STRESS RELEASE
DORMITORY
46
STAFF CANTEEN
47
FITNESS
48
DAYCARE
49
พธท ำบญกำวเขำสปท 42 เมอวนท 26 กมภำพนธ 2556
50
51
พธรดน าขอพรผใหญ ( ทศกาลวนสงกรานต) ณ วนท 11 ษา น 2556
52
อบทนการศกษาใหกบบตรพนกงานประจ าป 2555
อวนท 23 นาค 2555
53
ณ ฏ
54
BDMS GAMES 2013
55
Staff Birthday Activity
RECOGNITION
PROGRAM
CQI AWARD
RECOGNITION PROGRAM
www.themegallery.com
Congratulations ! It’s become your Service with a heart.
VALIDATED VALUE AND CULTURE
CORE VALUE
COMMITMENT CURVE
PEOPLE TRANSFORMATION UP
EXPERTISE LEVEL
(BCPME Tract) K.Anders Ericsson 1990
ORGANIZATIONAL
TRANSFORMATION
Tracers
Audit
CQI Adjust
Training
Tracers
Audit
CQI Adjust
Training
COMBINED BCPME+ATTAC
Total Culture
Transformation
RECOGNIZE AS 1 OF 100
HAPPY WORKPLACE
Bangkok Hospital has been voted by consumers as a Reader’s Digest
Trusted Brand Gold award winner for Thailand 2010 in Hospital
category (June 17, 2010) 2011,2012
3 YRS TRUSTED BRAND GOLD
AWARD
HOSPITAL MANAGEMENT ASIA 2012
WINNER AWARD : SERVICE IMPROVEMENT FOR INTERNAL
CUSTOMER :
TELE INTERPRETER
72
BEST OF THE BEST
PRIME MINISTER AWARD
THANK YOU