Valuing Workforce Members and Partners

Valuing Workforce Members and Partners - Baldrige Health Care Core Value

(Click on any blue word below to link to its definition)

Valuing Workforce Members and Partners:

An organizationís success depends increasingly on an engaged workforce that benefits from meaningful work, clear organizational direction, and performance accountability and that has a safe, trusting, and cooperative environment. Additionally, the successful organization capitalizes on the diverse backgrounds, knowledge, skills, creativity, and motivation of its workforce and partners.

Valuing the people in your workforce means committing to their engagement, satisfaction, development, and well-being. Increasingly, this involves more flexible, high-performance work practices tailored to varying workplace and home life needs. Major challenges in the area of valuing members of your workforce include (1) demonstrating your leadersí commitment to their success, (2) providing recognition that goes beyond the regular compensation system, (3) offering development and progression within your organization, (4) sharing your organizationís knowledge so your workforce can better serve your patients and stakeholders and contribute to achieving your strategic objectives, (5) creating an environment that encourages appropriate risk taking and innovation, and (6) creating a supportive environment for a diverse workforce.

Organizations need to build internal and external partnerships to better accomplish overall goals. Internal partnerships might include cooperation among administrators, staff, physicians, and independent practitioners, as well as labor-management cooperation. Partnerships with members of your workforce might entail developmental opportunities, cross-training, or new work organizations, such as high-performance work teams. Internal partnerships also might involve creating network relationships among your departments/work units, between physicians and other patient care givers, or between employees and volunteers to improve flexibility, responsiveness, and knowledge sharing.

External partnerships might be with customers; suppliers; business associations; third-party payors; education, community, or social service organizations; and other health care providers. Strategic partnerships or alliances are increasingly important kinds of external partnerships. Such partnerships with other health care organizations might result in referrals or in shared facilities that are either capital intensive or require unique and scarce expertise. Also, partnerships might permit the blending of your organizationís core competencies or leadership capabilities with the complementary strengths and capabilities of partners to address common issues. External partnerships might address sector-wide issues, such as the need for longitudinal care, equity and access to care, and comparative performance data. Such partnerships may be a source of strategic advantage for your organization.

Successful internal and external partnerships develop longer-term objectives, thereby creating a basis for mutual investments and respect. Partners should address the key requirements for success, means for regular communication, approaches to evaluating progress, and means for adapting to changing conditions. In some cases, joint education and training could offer a cost-effective method for workforce development. +

Note: Blue words above are links to other Core Values or Baldrige Glossary terms.



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