You may have heard the term “rounds” or “rounding” when you were in the hospital or watching any of the numerous hospital related soaps or TV series. It typically refers to the time the physicians take to walk around the ward or patient care area and check on their patients. In major teaching hospitals like GHS, the idea of rounding often includes other members of the healthcare team and students or residents.
We have broadened the practice of rounding in a couple of directions. In clinical and patient care areas, we ask our leaders to round on patients and ask questions like: How are we doing managing your pain, are there any staff members that have done an exceptionally good job that you would like to recognize, do you have any questions about your care? What the research shows is regular rounding on patients improves quality by proactively dealing with issues like pain management, safety, and coordination of care and communication. We also see the leaders that have made this a habit (hardwired) consistently have higher patient satisfaction scores.
The next area that we have incorporated rounding is with our own employees. We ask a few simple questions: What is working well, do you want to recognize anyone that has done an exceptional job, do you have the tools and equipment you need to do your job, and are there any systems issues or questions that need to be addressed? I believe that the use of this simple tool is a major reason why our employee engagement scores on the annual survey have been in the top decile nationally for the past 2 years. Also, this is a tool that can be used in any business and industry. I have even used it at home, with slightly modified language, and have gotten a lot of funny and useful answers.
I bring up the rounding tool to provide a context for a meeting I was invited to last week. Every 90 days we block off an entire day to help train our leaders and managers, more than 600 managers that have the responsibility of leading our 10,000 employees. After the meeting, I received an email from a manager who had questions about how to incorporate what was learned at the meeting to her every day role as a leader in one of our practices. That email started an exchange and then an invitation for me to attend her next staff meeting. For me, it was a wonderful meeting that helped connect me to purpose.
I used the rounding questions to get things moving. When I asked what was working well, I heard about new processes, communication, teamwork. That made the next question a natural follow up – anyone they would like to recognize. I really enjoy it when people mention co-workers from other departments, and they mentioned several. This is also where I get my assignment – notes, emails, or calls are sent to the individuals mentioned. I think starting with the first two questions helps employees to think positively and constructively. The next two questions are also related and are the opportunities for improvement or a conversation. No major issues reported out about tools and equipment or system problems. But, the exchange created an atmosphere where the employees’ real concern could emerge. I was in a room with 6 people, 2 of the six had a spouse or significant other that had lost a job and was unemployed for nearly a year and 2 others were single parents. They were afraid about the economy and their jobs. Answering their questions and giving them space to express their concerns or fears was time well spent. My experience is rounding helps surface practical information and when done with patience opens up an opportunity for deeper understanding, engagement, and commitment for all involved. Another important take away for me was the realization that the decisions made by myself and others have an impact on those that work here – I was humbled.
We have broadened the practice of rounding in a couple of directions. In clinical and patient care areas, we ask our leaders to round on patients and ask questions like: How are we doing managing your pain, are there any staff members that have done an exceptionally good job that you would like to recognize, do you have any questions about your care? What the research shows is regular rounding on patients improves quality by proactively dealing with issues like pain management, safety, and coordination of care and communication. We also see the leaders that have made this a habit (hardwired) consistently have higher patient satisfaction scores.
The next area that we have incorporated rounding is with our own employees. We ask a few simple questions: What is working well, do you want to recognize anyone that has done an exceptional job, do you have the tools and equipment you need to do your job, and are there any systems issues or questions that need to be addressed? I believe that the use of this simple tool is a major reason why our employee engagement scores on the annual survey have been in the top decile nationally for the past 2 years. Also, this is a tool that can be used in any business and industry. I have even used it at home, with slightly modified language, and have gotten a lot of funny and useful answers.
I bring up the rounding tool to provide a context for a meeting I was invited to last week. Every 90 days we block off an entire day to help train our leaders and managers, more than 600 managers that have the responsibility of leading our 10,000 employees. After the meeting, I received an email from a manager who had questions about how to incorporate what was learned at the meeting to her every day role as a leader in one of our practices. That email started an exchange and then an invitation for me to attend her next staff meeting. For me, it was a wonderful meeting that helped connect me to purpose.
I used the rounding questions to get things moving. When I asked what was working well, I heard about new processes, communication, teamwork. That made the next question a natural follow up – anyone they would like to recognize. I really enjoy it when people mention co-workers from other departments, and they mentioned several. This is also where I get my assignment – notes, emails, or calls are sent to the individuals mentioned. I think starting with the first two questions helps employees to think positively and constructively. The next two questions are also related and are the opportunities for improvement or a conversation. No major issues reported out about tools and equipment or system problems. But, the exchange created an atmosphere where the employees’ real concern could emerge. I was in a room with 6 people, 2 of the six had a spouse or significant other that had lost a job and was unemployed for nearly a year and 2 others were single parents. They were afraid about the economy and their jobs. Answering their questions and giving them space to express their concerns or fears was time well spent. My experience is rounding helps surface practical information and when done with patience opens up an opportunity for deeper understanding, engagement, and commitment for all involved. Another important take away for me was the realization that the decisions made by myself and others have an impact on those that work here – I was humbled.
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