Customer story

Enhancing the culture and employee engagement for an emergency department

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Focusing on cultural improvements to support ED process improvement

 

Staff stress, burnout, and disengagement can be symptomatic of today’s busy ED influencing clinical outcomes, turnover, patient experience, and innovation.

 

Concerned by a lack of employee morale, executives at a Level I Trauma Center in the Northwest requested Philips consultants step-in as Interim ED Manager and Interim ED Assistant Manager. In addition to their daily operational and staff management responsibilities, they completed a comprehensive assessment of the ED culture, developed a cultural improvement plan and led the implementation of the new culture plan.

 

Results were significant with improvements in employee engagement, patient experience, patient flow metrics, and regulatory compliance. A foundation for continuous improvement had been established.

employee engagement patient flow metrics
employee engagement patient flow metrics
employee engagement patient flow metrics
employee engagement patient flow metrics

Our approach

 

Two on-site consultants became the interim ED Manager and ED Assistant Manager, demonstrating high visibility leadership to staff and working side-by-side with them to collaboratively improve team culture.

 

The team designed a cultural assessment of the ED to include an evaluation of the barriers and facilitators of a healthy work environment. They focused on the presence, absence, and adequacy of practices and goal alignment for areas including accountability, staffing, leadership, shared decision-making, professional practice growth and development, and staff contribution recognition. These were assessed via interviews, focus groups, and direct observations with the ED staff and key stakeholders.

 

Key strategies and associated strategic imperatives were developed. Several objectives were identified to align with each key strategy and corresponding outcome measures of success identified. The strategies, objectives, and outcome measures of success were prioritized to span a 12- to 18-month implementation period, along with assignment of resources required for the success of the action plan.

Results*

 

After implementing and maintaining the cultural improvement plan, all of the operational and quality metrics demonstrated improvement. Results included the below and more.

employee engagement patient flow metrics
employee engagement patient flow metrics
employee engagement patient flow metrics
employee engagement patient flow metrics

To learn more about this long-term consulting engagement, the process, and results, download the White Paper: Enhancing the culture and employee engagement to support process improvement in an emergency department

*Results are specific to the institution where they were obtained and may not reflect the results achievable at other institutions.

Meet our team

JoAnn Lazarus

JoAnn Lazarus, MSN, RN, CEN, FAEN

Principal and Practice Operations Lead

JoAnn brings 40+ years’ experience in ED leadership and helping hospitals improve efficiency. She has led many change projects in EDs to improve process flow including implementation of fast track and middle track processes with reduction in LWBS.
Beth Fuller

Beth Fuller, DNP, RN, CEN, CCRN, CFRN

Consulting Principal

Beth brings 30+ years of emergency, ICU, and critical care transport leadership in academic medical centers and community hospitals. She has helped increase efficiency and reduce cost while improving patient satisfaction and employee engagement.

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