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Culture Spotlight

Feedback is a gift
 

 

 

 

 

Rich Liekweg

BJC President and CEO

 

 

 

 

 

 

Earlier this month, I had the pleasure of visiting team members at our new Parkview Tower, which recently opened on Kingshighway. It was exciting to hear stories from team members in women and infants, security, valet, registration, and the information desk about how much they — and our patients and their family members — love the new space.

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BJC Culture Blog

Operating System: A System for Success

In 2015, hospitals within BJC were faced with a large number of disconnected metrics, reports, and activities, which created unmanageable demands on the front line employees, support staff, middle management and executive leaders. This was causing the difficulty for the organization to respond to multiple demands while performing primary operational activities that impact patient care and employee effectiveness.  At that time, and as part of BJC’s Taking Exceptional Care of People strategic imperative, BJC began supporting pilots and assessing system-wide opportunities to standardize a BJC “Operating System”. The longer term goal was to provide all levels of leadership, especially our front line leaders and support staff a mechanism and approach to identify, connect, support and focus our daily work priorities, with emphasis on improving metrics across the spectrum of performance in Safety/Quality, Patient Experience, Finance, and Employee Engagement.

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Sustainable Employee Engagement

At BJC we look for three things to support sustainable employee engagement; engagement, enablement, and energy. Engaged employees feel connected to the organization and are willing to put discretionary effort into their work. Enabled employees are operating in an environment that supports productivity and a high level of performance. And energized employees are passionate about the work that they do, and are able to maintain an adequate level of well-being. Research from our survey partners at Willis Towers Watson, shows that organizations with sustainably engaged employees perform better on key performance indicators, including customer and patient satisfaction, workplace safety, and net revenue.

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Engagement Survey Results Are In

Through the Employee Engagement Survey conducted by Willis Towers Watson (WTW) in May, more than 18,000 employees (70 percent) across BJC shed light on many aspects of their work experience — Total Rewards, development opportunities, diversity, leadership and more. The results of the confidential survey are in, and the BJC Executive Leadership Team is eager to share them with staff.

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Being Inspired

At the end of a meeting of team members from shared services functions across BJC earlier this summer, we asked those present to anonymously share why they worked at BJC HealthCare. The responses validated something I had long suspected, which is that even for the team members who don’t provide direct hands-on patient care, the patient is at the center of why they chose to work for BJC. 

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