Reference no: EM133566297

As a CEO, you have been asked to assess your workplace environment. You are collecting data and have found the following information during your research:

1. High turnover in clinical areas; complaints of excessive meetings that waste people's time and take time away from patient care.
2. Recruiting challenges in the market in both professional nursing and clinical support positions.
3. Threats of unionization have occurred annually for the past several years, mostly in clinical support areas such as environmental services and dietary due to short staffing and low pay.
4. Poor Press Ganey patient satisfaction scoring.
5. High use of nursing agency for meeting staffing needs.
6. Unhappy medical staff that do not respect Administration, nor support decision-making.
7. The health system is seeing a steady increase of unproductive time, contributing to the over-staffing and over-budget situation that Finance has also recognized.
8. Recently, OSHA complaints during COVID in some high-volume patient care units has created a wave of legal issues with employees alleging unsafe "toxic" work environment
9. Employees feel uninformed of hospital direction and strategy planning direction. The hospital appears to not be meeting their financial goals.
10. Complaints of poor communications at all levels despite a "state of union" meetings quarterly that are facilitated by the COO and HR leaders.
11. A no-confidence vote was being discussed at a recent medical staff meeting with over 100 of the employed physicians in attendance.
12. As CEO, you begin to realize that you "own" these issues as an ACHE executive. You realize that your personal job performance has drifted off course and needs to improve across the organization. Your schedule seems to "chain" you to your desk and not allow you out of the administrative suite. HR and the Board of Directors have suggested you develop a house-wide engagement plan to provide an improved, more positive direction and framework for moving the organization forward.  This will become a part of your own accountability as the organization moves forward.
13.  what are the key elements of your engagement plan for the hospital?
    1. How would you determine your priorities?
    2. Make sure to visit the SHRM website to identify one (1) of your references, in addition to the ACHE ethics and competency documents introduced in assignments 3.3 and 3.4.
    3. Make sure to review one of the Advisory Board articles for at least one (1) of your references.
    4. Reflect on best-practices and how you would re-engage hospital leaders and caregivers in a discussion about quality, patient care, operations, strategy, and engagement about the future.