New and Innovative Learning Trends in Healthcare

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1 New and Innovative Learning Trends in Healthcare Regina Hutchinson, Chief Learning Officer, Catholic Health Initiatives Brooke Page-Thompson, Practice Area Lead OE, Slalom Consulting

2 Reflection 2

3 Agenda - CHI at a Glance - Learning in Healthcare- current trends - CHI Next Era Talent Development - Millennials- what are our biggest challenges? - What s next? 3

4 Audience Poll What is the most common theme in learning for your organization? Send a text message to the number with this number and your answer (e.g. To: 22333, Message: Legacy Programs) What is the one thing keeping you up at night when you think about your future learning programs? Send a text message to the number with this number and your answer (e.g. To: 22333, Message: Legacy Programs) 4

5 CHI at a Glance

6 The Face of Healthcare Catholic Health Initiatives is one of many hospital networks in North America. 4 million people each year served within a CHI facility 90,500 employees and 3,000 employed physicians 93 hospitals including four academic medical centers, teaching hospitals and 24 critical access facilities $762 million in total annual contributions to charity care 7.7 million physician and advanced practice clinician visits annually

7 Where we started Founded in 1996 by 12 congregations of religious women Providing care that is in support of our values: Reverence Integrity Compassion Excellence Providing care that focuses on the whole person, not just the medical condition Future growth focused on acquisitions

8 The Challenge Downward trend in leadership effectiveness and development indicated in employee surveys Leaders have opportunities in modeling values in action Employees often struggle to focus and prioritize their work with the broader strategy Custom content packages becoming out of date

9 Talent Development s Role Current State Annual Reviews Common Benefit Plan Efficiency and tactical metrics Functional Call Center Merit Increase Grids Performance Ratings Prescriptive, specific policies for all situations Project focus Standard technology package Classroom Training Standard Work hours and Schedules Physical Workplace Future State Instant, Frequent check-ins Build-your-own benefit structures Predictive and quantifiable talent metrics Value-centric business enablement Free Agent valuation Dynamic and on-demand feedback Broad, simple guidelines for adults Disaggregated, modular focus Modular chunks; MOOC; quick bites; mentoring Always on technology; asynchronous schedules Virtual. Anywhere with Wi-Fi.

10 LEARNING IN HEALTHCARE- CURRENT TRENDS 10

11 Capability Gaps 60% of companies site capability gaps as a top challenge (1) Training budgets are on the rise (again) despite almost nonexistent budgets from $706 on average for most organizations $867 on average in high performing organizations (2) rule has resurfaced Custom training packages are costly and often hard to maintain (certification costs, materials, classroom costs) New Skills Gap within upcoming generations (3)

12 We re not keeping pace with how, where, and when people learn

13 MINDSET SKILLSET TOOLSET

14 Hiring and On boarding Performance Management Career Development New Manager Toolkit Quick reference card on how to use Taleo Video introduction to recruiting hosted on YouTube Embedded help content in onboarding tool Quarterly interviewing class (WebEx) Talking points for interviewing Video introduction on Performance Strategy Video introduction to goal setting Video introduction to mid-year review process Video introduction to year-end review process Embedded help content in performance tool Crucial conversations coaching and course work Video introduction on Career Development SharePoint site with interactive career plans Quick reference card in career development tool Competency model overview ILT budget planning session SharePoint site with interactive reference cards and processes Video introduction to managing employees Video introduction for managing employee career development Video introduction to compensation management for employees Recommended medium is self study 14

15 Workforce Planning Coaching Engaging Employees Change Management Self Study/Day to day learning Self study: succession planning Aspirations Development plan Knowledge base with free content (videos, online books, etc.) Employee conversations & retention strategies Monthly check-in w/ buddy Participation in mentoring/sponsorship program Self Study: Coaching techniques TED videos Crucial conversations coaching and course work Video on how to coach generational differences mlevel games for managers and employees to play Team building exercises Mentoring & Coaching opportunities Career Development opportunities Job Shadowing/Rotation program concepts Video on change fundamentals Self study: how to manage change Employee scenarios Conversations mlevel game on change initiatives Community SharePoint to share/collaborate ideas 3 day course, regionally based twice a year Facilitated by identified coach (external) Focuses on practice for soft skill creation Homework for next session and self study assigned 15

16 Start small but start! PHASE 1 PHASE 2 PHASE 3

17 CHI Next Era Talent Development

18 Next Era Talent

19 19

20 CHI- where did we start? R E Q U I R E D E X C E P T I O N A L M A N A G E R S C O R E : F O R E X C E P T I O N A L P E O P L E DEMONSTRATING LEADERSHIP CONSISTENT WITH THE MISSION AND VALUES E L E C T I V E C O N T E N T Further leadership-skills development opportunities LEADING CHANGE FROM THE INSIDE OUT HR FOR THE NON-HR MANAGER* ALIGNING GOALS COACHING & DEVELOPING PEOPLE CRUCIAL CONVERSATIONS BOOK CLUB ACCOUNTABILITY EXPERIENCE THE BUSINESS SIDE OF HEALTHCARE CONFLICT MANAGEMENT GENERATIONS IN THE WORKPLACE TIME MANAGEMENT A D D I T I O N A L R O L E - S P E C I F I C R E Q U I R E M E N T S GIVING & RECEIVING POSITIVE AND CONSTRUCTIVE FEEDBACK * MEETING EFFECTIVENESS MANAGING UP FROM PEER TO LEADER CORRECTIVE ACTION * BEHAVIORAL INTERVIEWING, SELECTING AND ORIENTING STAFF FUNDAMENTALS OF DOCUMENTATION * DIVERSITY, INCLUSION, MULTICULTURAL DIFFERENCES COACHING IN THE MOMENT TED TALKS FINANCE FOR THE NON-FINANCE MANAGER * TEAM BUILDING SKILLS * Eligibility for role specific requirements depends on having direct reports. For example, Leads who do not have official direct reports may not be enrolled in Corrective Action. 20

21 And ended with a vision the OBT Exceptional Managers for Exceptional People 21

22 / Exceptional Managers for Exceptional People Pilot Program 22

23 Lessons Learned Never underestimate the importance of both your formal and informal stakeholders throughout the journey Be very clear about what you are solving for Know your organization s technology experts and limitations Don t assume your existing content to begin with is instructionally sound Expect resistance as you move out of the classroom It s okay to make some mistakes and trial along the way

24 Millennials Train people well enough so they can leave, treat them well enough so they don t want to Richard Branson 24

25 Millennials- who are they? Born between By 2020 more than 50% of the workforce will be a Millennial On average, this generation will hold 18 jobs in their lifetime Will become the most entrepreneurial workforce in history Work best within teams Share in communities 25

26 How they learn How do I write a query in Excel? How do I fix my iphone? How do I dress for an interview? When do the northern lights run? Where on the map is Bali? What is new Healthcare Reform Act? When is the next solar eclipse? Who is the ruler of India? Most individuals google search for an answer before they open a book

27 Workforce expectations Casual Telecommuting Growth

28 New Solutions Lean Learning Video Over 6 billion hours of videos are watched per month on YouTube Mobile makes up almost 40% of YouTube s video playback time Mobile data traffic is expected to grow 300% globally by 2017 (4) Gamification (5) Revenue is expected to be at $70.1 billion in 2015 Personal computers have increased from 228 million in 2008 to more than 600 million Game related advertising spend will go from $55 million in 2008 to more than $1.2 billion by

29 What s Next? 29

30 Flipping Primary Health Care - Redesigning clinical spaces, service delivery and operations, communications between patients and providers Gilbert s Experience (Before) Done in clinic: 8-10 visits, vitals checked Doctor coaches and provides knowledge/instruction Labs drawn before visit every six weeks Medicine adjustments made Education provided Refill visits for medication and durable medical equipment Done at home: Conditions/ailments meet real life Limited involvement of providers in home environment Gilbert s Experience (Flipped) Done in clinic: Access to urgent and emergency services Pain management services Labs drawn once during the year Done at home: Medicine and supplies delivered Medicine adjustments made online MD communication via and phone calls Contact with nursing triage to address health issues Pharmacy consults online Virtual contact with care providers Utilization of online health management tools/apps

31 Flip Learning Mobile Interactive Collaborative

32 Gamification example

33 THANK YOU! Regina Hutchinson Chief Learning Officer Catholic Health Initiatives P Brooke Page-Thompson Practice Area Lead, OE Slalom Consulting P

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