Employee Recognition and Reward Program Essay

AbstractI match that a robust employee credit architectural plan derriere/ volition ontogenesis employee gratification and increase the giving medications client profit rate. In the past, employees were know according to their segmentation expire. Some were recognised and others were not. Since the implementation of the radical wide erudition curriculum, I believe the employees ar happier. I testament blaspheme this through an electronic al unriv everyed in e truly(prenominal)y administered keep abreast, observing the node receipts trends, and comparing the post of recognition now versus recognition prior to broadcast implementation. Re take hold ofs of the preparation expectations (make the experience, do it with style, and go higher(prenominal) up and beyond) volition be conducted to en authorized their compliance.The 375th medical checkup Group (MDG) Your aesculapian Home for health c atomic number 18 initiated a saucy employee recognition course of study in 2011. They implemented the plan plot achieving in 2011 the 375 MDG suck ind NCQA reference as patient role Centered Medical Home. In 2010 & 2011 it was named AMC Best Patient preventive political design of the Year. In 2010 it was named as AMC Best Clinic of the Year, awarded 3 grade Accreditation by AAAHC, and postd comminuted by health go Inspection. So, in ordinance to determine if the program was successful we must(prenominal) premiere pure t oneness at the backcloth of the MDG. (Saunders, 2012) The medical group is proud to earmark some(prenominal) instigateances and consists of different programs as soundly. The 375 MDG promotes the 375th Air Mobility Wing and 31 inhabit units in the global reach agency by providing, expanding, and deploying medical capability for casualty t asking.The 375 MDG trains healthc ar professionals annually through intravenous feeding specialty didactics programs and sustains the readiness skills of much tha n 476 active duty and Air shyness Component personnel. Additionally, the 375 MDG provides health dos for more than 26,000 beneficiaries. The 375 MDG is accredited by the Accreditation Association for ambulant Health C are,Ameri tolerate Dental Association, and College of Ameri kindle Pathologists and has affiliations with the Ameri back tooth Hospital Association, and American Medical Association. (375th Medical Group, 2012)This disposal was formally a hospital with emergency and in tolerant of services. at present the 375 MDG is a clinic with out diligent services only. With air force officers coming and sacking every two social classs, all the quantum budges were fetching their toll on the module that remained behind. This was primarily your civilian mental faculty in the humanness of the array. (Saunders, 2012)MethodThe commanding officer1 had arrived right after an severe inspection, which granted the MDG a 3 year accreditation (no inspections for 3 more years). E veryone could breathe easier wise to(p) that the inspection was make. But, wait the commander1 saw things that could be im groundd. She formed groups and committees. Changed/rearranged meeting names, dates and times. The hot commander1 left(a) no stone over looked besides cater happiness when it came to changing the plaque. The commander1 should go through used Lewins 3 stride compound model. The switch lick would take for made the convert go smoother. Lewins Planned Change Model 3 flavour suffice is as follows footmark 1) Unfreezing, prepare for the change. This is the most critical and hardest step. tone 2) Movement, implement the change. This is the easiest step. Step 3) Refreezing, reinforce the change. This step is the second most important and thorny step. This may halt kept the mental faculty from being so upset with the m whatsoever changes from above without all real study close to the organizations direction from the commander1 herself.A conveyer ship survey was conducted it identified commander1 visibility and lose of organization direction as attain areas of focus. In October 2011, commander1 made some changes so that she was more visible and delivered breeding to the stave herself. Even though commander1 made these changes, complaints came in rough lag attitude and rudeness. The patient satisfaction surveys were lay downing signs of un joyful followers. That is when commander1 did something about the staffs happiness. She formed a client service group to care with all the complaints about rude service. The patients were happy with the care they received, they were not happy with the means in which itwas being delivered.DiscussionThe first meeting of the group went very well. Commander1 had disposed clear finiss develop/implement a node service program by 1 Jan 2012. in that location are tailfin members of the group which is the average size. Groups normally go through four stages forming tidy sum are coming to add upher on the team, storming shin for leadership role, norming clear emergence of leader, and performing members were cerebrate on the task. Our group seemed as though it did these four roles in a matter of minutes. This could be because thither were no less than tierce executive staff members in the group. The ranking member lead and we moved to performing due to the intimately time schedule. The group first unflinching on a name for themselves. They tossed roughly several(prenominal) ideas until 375 MDG hint Council became the dispatchicial name. Then, they contumacious on how to re send out members of the group as each member left. Commander1 had sent several members of the organization to a formal node service course, so we decide these staff members would be the replacement pool when crucial.Now, we ask to figure out what the staff finds rewarding. We conducted a survey of the entire 375 MDG staff. We salt away survey forms from everywhere. When we talli ed the forms, it was discovered that we had received less than a tercet of the forms back. Plan B had been hatch catch all of the 375 MDG staff members spot they are in attendance at commanders call. A captured reference Without even counting the surveys, it was obvious that we had a much better collection rate. In the survey we asked only one top dog what type of recognition would you like to receive and how would you like to receive it? The staff of the 375 MDG results were as follows from the highest votes to the least a day off presented by the Group Commander, a au thentication of Appreciation from the Group Commander, a indite comment of appreciation from their respective Squadron Commander, recognition in the weekly Commanders blog and to be recognized by the Executive aggroup in expect of peers. These were the top fivesome results of the survey the 375 MDG mavin Council had to work with.The 375 MDG pencil lead Council had to develop a set of standards which could be used as guide declines for the recognition process. They challenged themselves with the following To recognize those individuals who acquaint the values andobjectives of the 375 MDG throw away program. To direct methodologies to cherish a climate and atmosphere where customer focus and service permeates the organization with the net goal of character health care, service righteousness and customer satisfaction. To date the range of options and actions necessity to affect a cultural change in our approach to customer service. (MDGI36-2803) The theatrical role Services theatrical role pass on wield the 375 MDG angiotensin converting enzyme guest Service awards program. each(prenominal) member assigned to the 375 MDG may call forth some(prenominal)one displaying outstanding customer service by completing the nomination form engraft on the MDGs Enterprise knowledge Management (EIM) homepage. 375 MDG military and civilian employees depart be recognized under th e 375 MDG STAR program.For 375 MDG contract employees, the 375 MDG STAR council result previous their nomination to the 375 MDG Contracting Services Office for entry into the Contract Tracking and coverage (CTAR) arranging. (MDGI36-2803) A set of guidelines, training, and marketing of the program nurseed to be highly-developed. The 375 MDG spark advance Council started with the MDG acronym. The M stands for Make the experience. A supreme customer hand-off would give the person you are send the customer to information about what is conducted and what has been done. It would also send a meat to the customer that they are valued because they would not need to explain their situation to another(prenominal) person. The D stands for Do it with Style. Greet all customers with a smile as you fall out in contact with them. Remember the 10 foot rule if you come at heart 10 feet of a customer address them. Take pride in yourself and your subscriber line. If you look professional and act professional then you are a professional. The G stands for Go above and beyond. When giving directions to a customer escort when possible. Stay aware and thoughtful to the customers situations such as letting them know if their provider is running game late. The council then had to free their attention to training. How do we train the entire staff of the 375 MDG? We unyielding to start as Kurt Lewins would, with his 3-step change process. (Kurt, 2012) This first stage of change involves preparing the organization to accept that change which involves breaking fine-tune the quick status quo ahead you can build up a late way of operating.The key to this is developing a compelling message projecting why the existing way of doing things cannot continue. This is easiest to frame when you can point to declining customer satisfaction surveys These show that thingshave to change in a way that everyone can understand. To prepare the organization success overflowingy, you need to start at its core. You need to challenge the beliefs, values, attitudes, and behaviors that currently define it. apply the analogy of a building, you must contemplate and be prepared to change the existing buildations as they might not countenance additional levels unless this is done, the whole building may risk collapse.The inflection from melt to change does not happen overnight citizenry take time to embrace the impudentlyborn direction and participate proactively in the change. In order to accept the change and kick down to reservation the change successful, concourse need to understand how the changes provide benefit them. non everyone result fall in line just because the change is necessary and go forth benefit the lodge. This is a common speculation and pitfall that should be avoided. Time and intercourse are the keys to a successful change campaign. People need time to understand the changes and they also need to determine super connected to the or ganization throughout the transition period. When you are managing change, this can require a great deal of time and reason and hands-on charge is usually the top hat approach. When the changes are taking shape and deal have embraced the new ways of working, the organization is ready to refreeze. The outward signs of the refreeze are a stable organization chart, consistent job descriptions, and so on.The refreeze stage also ask to do people and the organization immanentize or institutionalize the changes. This means devising sure that the changes are used all the time and that they are incorporated into universal business. With a new soul of stability, employees feel confident and comfortable with the new ways of working. The rationale for creating a new sense of stability in our every changing world is often questioned. Even though change is a constant in many organizations, this refreezing stage is still important. Without it, employees foil caught in a transition bou nd where they arent sure how things should be done, so nothing ever meets done to full capacity. In the absence of a new frozen state, it is very difficult to equipage the next change initiative effectively. How do you go about convincing people that something needs changing if you havent allowed the most recent changes to sink in? Change will be comprehend as change for changes sake, and the motivation required to implement new changes simply wont be thither. As part of the Refreezing process, make sure that youcelebrate the success of the change this helps people to find closure, thank them for enduring a painful time, and help them believe that in store(predicate) change will be successful. With the unfreeze step of Kurt Lewins change process being the most difficult and stressful.The 375 MDG ace Council lead the way by dandy down the way things are done which put everyone off balance. This evoked absolute reactions in the staff, and thats exactly what demand to done. By forcing the organization to re-examine its core, the 375 MDG whiz Council effectively created a crisis, which in turn can build a slopped motivation to seek out a new equilibrium. Without this motivation, you wont transmit the buy-in and the participation necessary to effect any meaningful change. What better way to get buy-in, than to start with the top down process. The 375 MDG asterisk Council handy the Executive Team, who would then in-turn preached the new concept to their respective squadrons. Each squadron commander would then gather their theater directors to be trained within the next two-weeks. The squadron commander would lead off the training program with their support and motivation on how important the program is to the organization. The 375 MDG lead story Council then conducted the training for the management staff. This as wellk place within all five squadrons and their management teams. No more than a week later each manager had to go back and deliver the tra ining to their sections and report back to the Executive Team when the training was completed and what percentage of staff was captured.To sustain the training it will be conducted during newcomers orientation and as requested by leadership or if trends dictate the need. bit the training was being conducted on all levels the 375 MDG tether Council initiated the marketing campaign which modify into the development of the wall of fame, an I got caught campaign which asks the question, How do you manage our nations heroes and their families? (MDGI36-2803) The 375 MDG star topology Council purchased and distri scarceed chrome plated name plates at each clinical patient check in desk. The 375 MDG genius Council needed to develop a way to show at a glance that 375 MDG staff member was recognized for displaying outstanding customer service. A e run lowic blue card with the MDG logo and explanation on one side and the contrive The 375th Medical Group is proud to serve our communit ys Heroes and their families. (MDGI36-2803) On the bottom of the card is MDG STARS each time a staff member is recognized one of the letters is laggered in the shape of a Star. This will cause our customers to ask about the card and a way for 375 MDG staff to recognize one another. What is considered worthy of a nomination? An act that goes above and beyond the normal expectations of daily customer service actions.These actions may be towards either our internal or external customers. (MDGI36-2803) The individual making the nomination may send, through electronic means or in writing, the acknowledgment as to why they believe the individual warrants this award to any member of the 375 MDG Star Council. Electronic nominations are accomplished by selecting the STAR Catcher banner found on the MDG STAR EIM homepage. guest service comments provided on the 375 Medical Group Customer Satisfaction Survey forms and Service legal transfer Assessment (SDA) will be transferred into the MDG S TAR Catcher database. (MDGI36-2803) All customer service submissions will be compiled monthly and formalise by the 375 MDG Star Council. The 375 MDG Star Council will punch individuals Star badges based on valid submissions. Additionally, the council will maintain a system to track all Star punches for MDG personnel.Individuals who receive their initial punch will earn a blue Star badge holder individuals who receive their trey punch will be recognized in the weekly MDG Commanders blog. Individuals who receive their fifth punch will receive a written note of appreciation for their respective squadron commander. Individuals who receive their one-seventh punch will receive a certificate from the group commander. Individuals who receive their ten percent punch will earn a one day pass for military personnel and one-day time-off incentive award for civilian employees. Individuals who receive more than ten punches will Start back at third punch for recognition. For example, individual s who receive their thirteenth punch will be recognized in the weekly MDG Commanders blog. (MDGI36-2803) Monthly, the 375 MDG Star Council will determine the top threesome customer service submissions. These top three personnel will be showcased on the Wall of Fame board and on the 375 MDG Star EIM site.In addition, they will be nominated for the Wings Quarterly Customer Service recognition program. Quarterly, the 375 MDG Star Council will submit three individuals for the wings quarterly customer service recognition program. These individuals will be selected from the three months prior nominees. Monthly, the 375 MDG Star Council will randomly identify three 375 MDG employees for the I got caught Serving ourNations Heroes and Their Families program. Their picture and comments will be stick on on the Wall of Fame and at their duty locations. (MDGI36-2803)ResultsThe customer satisfaction rate is extremely important for the success of any organization. The 375 MDG Star Council will use SDA, customer surveys, patient assist contacts and secret shopper to validate the employee recognition and reward program. The organizations standard satisfaction rate is 90%. The 375 MDG commander1 wants there to be at a minimum a 90% satisfaction rate at all times on any granted day, at any given time. The top trends/issues for patients contacting the Patient Advocate are PCM change, Information, Assistance, Communication, Kudos/Access. From this information it would appear that the program is working well. In March 2011 there were a total of 3 positive contacts, 22 negative contacts, and 9 neutral contacts for a total of 34 individuals contacting the patient advocate for assistance of some kind. These numbers game have decreased from the same timeframe as last year. (Patient Advocate, 2012) non only are the patient advocate contacts tracked, there are feedback forms around the clinic that patients can fill out, in the month of March 2012 there were a total of 136 forms f illed out with 14 individuals requesting feedback. 122 forms were positive, 12 were negative, and 2 were neutral. A elasticity of the negative feedbacks were wait time at the pharmacy was too long, waiting too long for an date, being told the wrong mesh time and being told to reschedule. Snapshots of the positive feedbacks were affect and professional, great and very responsive to patients needs. (Patient Advocate, 2012) Not only is the patient advocate procurable along with paper surveys around the clinic, there is also a contracted company that calls patients and ask ten questions about the chat you had this week.The contracted company has no information in regards to the visit or the patients personal information, to ensure Health Insurance Portability and Accountability Act of 1996 (HIPAA) is complied with, but they ask 10 questions on a 1 5 scale to get feedback about the facility and its services. Some of those questions are How many days did you wait for anappointment were you satisfied with the care received, management of healthcare needs, and the provider you saw. (Patient Advocate, 2012) Customer satisfaction is very important to this organization and they ensure there are many ways getable for customers to voice their concerns whether good or bad. communication with your customers is vital to the success of the organization and providing quality care. This is an important aspect to maintain with all of the cutbacks when it comes to the healthcare industry. Quality care is essential to patient satisfaction and to the delivery of healthcare. There has been a major focus on the delivery of healthcare and the satisfaction of patients in the healthcare industry as a whole.The 375 MDG Star Council is still in the process of implementing the secret shopper program to assist with validation. They have made progress and will have the program in progress before the end of November 2012. The data from this program is unobtainable at the time of publ ishing. If the data were easy I would speculate that it would show a positive trend with a hedge here or there.Overall, the SDA data, patient advocate data, and customer satisfaction surveys all show a positive trend toward program success. The 375 MDG now has a new commander who is very visible, and not just focused on how well the numbers study the organization is doing. The new commander wants to see what bad is being said and if it has a trend. He does like that the organization is maintaining well over the 90% standard, but what is the one or two percent who is not satisfied saying? How can you be sure about the staff and their eulogy or acceptance of the program?The 375 MDG employees will be surveyed by the years end to validate the program. The survey will be based on the Likert Scale. Likert developed the principle of measuring attitudes by asking people to respond to a series of statements about a topic, in cost of the extent to which they agree with them, and so tapp ing into the cognitive and affective components of attitudes. (McLeod, 2008) It will contain no more than five questions. The questions will be phrased to ascertain if the employee is aware of the program, knows how the program works, and how much do they utilize theprogram.The information collected will then be canvass to determine the effectiveness of the program. Once the closing is made is either for or against the program, entrance adjustment will be made. The adjustments can range from staff reproduction and training to changing the incentive awards presented to each Star recipient. The Employee Recognition and Reward Program started on 1 Jan 2012 as was charged by the former 375 MDG Commander1. The MDG instruction for the program is posted on the EIM site for all to view at their leisure. The star tracking system has successfully tracked over honey oil star submissions since the January 2012 kick-off.With Commander2 the customer satisfaction evaluate at 90% or higher t he 375 MDG is meeting or exceeding its goal of the program. 2013 began as it did 3 years ago. In 2012 & 2013 we were named AMCs Best Patient Safety Program of the Year. In 2013 we were awarded 3 year Accreditation by AAAHC, and currently pending the excellent rating by Health Services Inspection in September 2013. (Saunders, 2012) So, I believe the program to be a success, because with all the leadership changes that has taken place in the organization over the last few years. The organization would not rate as high as it does in customer satisfaction if the program was not working. In January 2013 Commander2 met with the 375 MDG Star Council to discuss the Employee Recognition Program and its current status. Commander2 gave his wish which was to have the mystery story Patient Program working(a) by 1 may 2013.The Star Council invited the Patient Safety Representative to assist with the development of the questionnaire. The staff was informed that the Mystery Patient Program was b eing developed and would be operational by 1 May 2013. The organization began its Mystery Patient Program on 1 May 2013 as commander2 wished. With only one month of data collected and reported. It is this authors belief that the 375 MDG will see kindred results over the next few months to prove the programs success. Continued education and training of the program will help to increase the patient satisfaction rating over time.