Link employees to your mission to help drive engagement

One of the most valuable lessons I have learned during more than three decades of executive leadership in hospice care is that actions create a culture so much more than words. Employees not only contribute to success and growth; they are also the public face of an organization’s brand and brand identity.
It is important to foster staff awareness of this critical ambassador role by establishing a culture that encourages inclusion and innovation.
No do-overs
Every employee plays an essential role in serving our families and the community-at-large. On any given day, the agency provides care for more than 1,000 individuals living with advanced illnesses, as well as their families.
So, having an engaged staff is not just important; it’s foundational to the successful execution of our mission. Vulnerable families are placing their trust in us during an incredibly tumultuous and difficult time. There are no “do-overs,” so each of us must stay laser-focused on providing the highest standards of care.
We have focused on creating a staff experience that honors each person for their knowledge, skills and attributes. When an employee fully engages and sees their experience as part of their values, they transcend from a job to a career, from an employee to an ambassador.
Success stories from our care teams and unsolicited letters of appreciation from families we have served are shared internally on a regular basis while preserving confidentiality and privacy. By regularly celebrating these real-life success stories, our staff develops a deep pride in the important role they play in carrying out the organization’s mission and they are inspired to emulate best practices.
Improve stewardship
Employee engagement can also lead to improved stewardship of resources. We recently launched an initiative called Bright Ideas that encourages employees to submit suggestions for improving efficiency, reducing waste and generating cost savings.
Frequently, it is those doing the day-to-day work within their areas of specialization that are the first to recognize ways that practices and processes can be improved or streamlined.
Promoting professional development and providing resources to support staff in their efforts lets them know we recognize their potential and we are committed to their growth. For example, we encourage staff members who are pursuing certification within their discipline by offering increased incentives and guidance from the education team.
Town hall meetings offer another outstanding way to foster engagement. Because our service area spans several counties and our clinical teams operate from multiple locations, I conduct a regular rotation of these meetings throughout the year.
They provide an opportunity to meet with employees operating from each of our sites to communicate important need-to-know agency initiatives face to face and to get their valuable feedback.
Encouraging innovation, supporting professional growth, promoting the open exchange of ideas and opinions, and creating a clear sight line so each employee can see how his or her role impacts the mission provide effective ways to promote a culture of engagement that is beneficial to both the organization and the staff.
William E. Finn is president and CEO at Hospice of the Western Reserve