Bangkok Hospital Medical Center’s Culture Transformation • • • • • •

Transformation of Medicine Culture Transformation Requirement What’s Difference Between Value/Culture, Competency & Employer Brand Elements of Culture Transformation Employer Brand What Does It Deliver Validation Value & Culture

IOM( INSTITUTE OF MEDICINE) REPORT: 10 RULES FOR REDESIGNING HEALTH CARE 1. Care based on continuous healing relationships--care whenever its needed, not just through face to face visits 2. Customization based on patient needs and values 3. The patient as the source of control 4. Shared knowledge and free flow of information 5. Evidence based decision making 6. Safety as a system property

7. The need for transparency--all information available, including the system’s performance on safety, evidence based practice, and patient satisfaction 8. Anticipation of needs 9. Continuous decrease in waste 10. Cooperation among clinicians

WHAT WILL SURVIVE AS THE WORLD CHANGES COMPLETELY: 1. Clear ethical values 2. Being clear about our mission

3. Putting patients first 4. Constantly trying to improve 5. Basing what we do on evidence 6. Leadership 7. Learning

VALUES, CULTURE, COMPETENCY AND EMPLOYER BRAND: WHAT’S THE DIFFERENCE? Values / Culture Definition

Example

Competency

Employer Brand

“The way we do things “Knowledge, skills around here” and attributes”

“Employment Promise”

Values are key components of culture and ways of working and are vital parts of organizational performance.

Knowledge, skills and attributes of staff to perform in their job well

“Promise” or the image that employees have about the type of employer an organisation is

• Teamwork • Caring for each other • Integrity

• • • • •

• Opportunities to grow in the organization • Work-life balance

Negotiation Skills Presentation Skills People Management Change Management Service Minded

Culture Transformation Requires 5 Things Knowing What To Do

Practicing What We Preach

Having Experience

Successful Culture Transformation Requires 5 Things

Knowing How To Do

Having an allencompass ing Team of Specialists

Four Elements of Culture Transformation

WHAT

• A Clear Statement of the Desired Outcome

“From

To”

Available and Understood HOW

LEADERS INVOVEMEN T

EMPLOYEE ENGAGEMEN T

• Policies • Procedures • New Behaviors

• KNOW RIGHT • DO RIGHT • LEAD RIGHT

• Shared Commitment to Success by every employee

“If…. Then…..”

Model Coach Require

Demonstrate Accountability

Know Consequences

Consistent Employment

Recognition and Consideration

Consistent Ongoing Communication

“I Can and Should Make the Difference”

WHAT? A Clear Statement of the Desired Outcome

BMC STRATEGIC DIRECTION (VISION / MISSION) Philosophy Bangkok Hospital Medical Center is where advances in medicine meet with compassion ณ สถานที่แห่งนี้......คือ สถานทีซ่ ึ่งความเจริญก้าวหน้าทางการแพทย์และคุณธรรมมาบรรจบกัน

Implication to Values

Vision Bangkok Hospital Medical Center is a premier tertiary healthcare provider, dedicated to international quality and customer focused care

• Customer Satisfaction

Mission We are committed to being the leader in providing internationally accepted, efficient and ethical high quality care through dedicated

• Compassion • Quality/ Excellence • Continuous Improvement

• Efficiency

academic healthcare team, effective leadership and up to date technology,

• Being the Best

and contributing positively to communities through social responsibility.

• Ethics

BMC 2012-2016 Key Strategies • Ensure Business Growth • Excellent in Health Care Services • Improve Organizational Efficiency • Organization Capital Management

• Social Responsibility

HOW? • Available and Understood

•Policies •Procedures •New Behaviors

POLICIES & PROCEDURE Available and Understood Based On:

- JCI Accreditation Standard for Hospital • •

320 Standards 1219 Measurable Elements

- Focus on Patient Safety and Quality Improvement

Advanced and Caring We believe that we can achieve this by treating our employees as we would want them to treat our patients

CARING CULTURE 1

2

3

We care for our patient and their families

Our employee care for each other

Our organization and our leaders care for all of us and our families

TRANSFORM TO BE QUALITY CULTURE • Quality Improvement

• High Performance Organization •

HA(Hospital Accreditation Standard)

• JCI (Joint Commission International Accreditation Standards) • CCPC (Clinical Care Program Certification)

JCI CCPC (CLINICAL CARE PROGRAM CERTIFICATION) CCPC 1 : Heart Failure

CCPC 2 : Acute Coronary Syndrome

CCPC 3 : Primary Strokes Program

CCPC 4 : Breast Cancer

CCPC 5 : Lower Back Pain

CCPC 6 : Ambulatory Diabetes Mellitus Type II

CCPC 7 : Acute Traumatic Brain Injury (TBI)

NEW BEHAVIOR • Core Competency

• Leadership Competency • Functional Competency by Professional

Teamwork

Effective Communicati on

Result Oriented

Customer Focus

Continuous Improvement

LEADERSHIP COMPETENCIES Strategic Thinking

Driving Chance Good Governance Developing & Coaching People

LEADERS INVOLVEMENT • KNOW RIGHT • DO RIGHT • LEAD RIGHT

EMPLOYER BRAND WHAT DOES IT DELIVER? The Employer Brand represents an Employment promise The Employer Brands in these organizations help set the direction and framework for all HR systems, policies and programs

HR System Staffing Plan

In Internal Communication Message

Recruiting and Selection Strategy

Competency Development

New Hire Orientation

Organizational Structure

Culture

Employee Engagement Programs

Action Training and Development

Reward Programs

Performance Management Plans

STAFFING PLAN Introduction: Staffing Plan in HR policy is the basic tool used to determine the optimum staffing levels to support the appropriate quality required by function. This policy must be aligned with hospital policy and support hospital vision, mission & Strategies. Statement of Conditions:  Staffing Plan and/or Manpower Plan has to develop once a year together with business plan. The plan has to be reviewed every 6 months and/or when necessary. 

Decide from 7 criteria are:     

 





Business Plan Retirement Plan OPD/IPD Ratio New Utilized Technology Turnover Rate Scope of Services Mix of Patients/ Patient Classification

Staffing Plan is proposed by head of department to finalize with line management and HR Director then approved by CEC Committee

Standard time for clinical and scope of service for share service is used as the methodology to calculate staffing plan by using 3 years historical data. For example OPD per counter visit , IPD per patient day, Pharmacy per prescription.

Flow การกาหนดลักษณะหน้าที่งาน Line Manager Revise Staff’s JD Related to org. restructure

Line Manager & HR Create Staff Responsibiliti es and Qualification in Job Description

Line Manager Inform JD to Staff at the time they being their work

Line Manager revise JD once a year (or)

Line Manager Revise Staff’s JD Related to New Department or new service

Line Manager Revise Staff’s JD Related to New assignment or changed responsibilities

Line Manager inform new JD to Staff after signed the document

will keep in their personal File

RECRUITING AND SELECTION STRATEGY  Short list candidates from Testing (Professional test, English test, Attitude test)

 Panel Group Interview with line manager  Interview using BEI Technique (Behavioral Event Interview)

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 Based on Job Description & Competency Based Interview

INTERNAL COMMUNICATION MESSAGE

STAFF MEET CEO

STAFF MEET HOSPITAL DIRECTOR

STAFF MEET NURSING DIRECTOR

NEW HIRE ORIENTATION & ON BOARDING PROGRAM

ORIENTATION

ALLIED HEALTH / SUBCONTRACT ORIENTATION

DEVELOPMENT AND TRAINING EMPLOYEE DEVELOPMENT PROGRAM - Clinical Excellence - Business Excellence - Thai Hospital Excellence

Functional Competency

Success

- Core Competency - Leadership Competency

- Patient Safety Goal Training -IV Care

E-LEARNING

HIGH VALUE FOR PERFORMANCE We recognize and reward performance and achievement

KPI CASCADING FROM CEO TO STAFF

Hospital Director

Division

Department

Staff

SET PERFORMANCE MANAGEMENT SYSTEM

Performance Assessment Performance Planning

Performance Feedback & coaching

Competency Assessment Key Performance Indicators

Job-based evaluation

PAY Providing competitive base Pay compared to market and link to Job Evaluation

Focusing on Performance based Pay

Differentiate high performing and low performer in performance link to pay

JOB EVALUATION FACTORS AND POSITION LEVEL

EMPLOYEE ENGAGEMENT • Shared Commitment to Success by every employee

HEALTH AND SAFETY Pre-placement screening ตรวจสุขภาพพนักงานก่อนเข้าทางาน

Admission Unit

BMC1015

Patient Escort Unit

BMC1021

Medical Record Services

BMC1025

Customer Relationship Manageme

BMC1026

Utilization Management

BMC1027

Contact Center

BMC1043

Customer Service

Preg test (Female)

Vision Test

Color Blindness

Rh

CXR

Anti HIV

Bl,gr

Benzene in urine

BMC1014

-

-

-

330 240 -

29 -

29 -

-

-

-

330 240 330 240

29 29

29 29

-

-

-

-

330 240

29

29

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

297 297

-

-

-

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International Medical Services

[ ]Methanol in urine

BMC1013

Creatinine

JMS Unit

SGPT

BMC1012

Hepatitis C

Audio Visual

-

Hepatitis B profile

BMC1010

-

Rubella

Patient Services Department

,หญิ ง 700 ,หญิ ง 700 ,หญิ ง 700 ,หญิ ง 700 ,หญิ ง 700 ,หญิ ง 700 ,หญิ ง 700 ,หญิ ง 700 ,หญิ ง 700 ,หญิ ง 700 ,หญิ ง 700 ,หญิ ง 700

Varicella

BMC1004

โรงพยาบาลกรุงเทพเข้างานชาย 650 โรงพยาบาลกรุงเทพเข้างานชาย 650 โรงพยาบาลกรุงเทพเข้างานชาย 650 โรงพยาบาลกรุงเทพเข้างานชาย 650 โรงพยาบาลกรุงเทพเข้างานชาย 650 โรงพยาบาลกรุงเทพเข้างานชาย 650 โรงพยาบาลกรุงเทพเข้างานชาย 650 โรงพยาบาลกรุงเทพเข้างานชาย 650 โรงพยาบาลกรุงเทพเข้างานชาย 650 โรงพยาบาลกรุงเทพเข้างานชาย 650 โรงพยาบาลกรุงเทพเข้างานชาย 650 โรงพยาบาลกรุงเทพเข้างานชาย 650

Stool exam,C/S

BMC Supervisor Office

Option

ลานสายตา

BMC1002

UA

Des c r

CBC

Dept ID

พบแพทย์

Order : ชุดหลัก

FIT FOR WORK OR NOT FIT FOR WORK Staff Interview Medical examination Inform result by physician no

Fit for work

Consult ICN or ICP

yes

Hire

Alternative position

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Recruitment

INFLUENZA VACCINATION MATRIX EWC- กาหนด High risk HCWs immunization matrix

HRmatrix

HR

-

HR-

HRstaff clinic

Clinic -

ห า หตุ matrix

OPD Nursing intervetion for scan

High risk

staff clicin OPD recored Nursing intervetion for OPD form scan

HR

Staff clinic

43

recored OPD form

Non clinic-

Workplace Inspection

STAFF SATISFACTION & STRESS RELEASE

46

DORMITORY

47

STAFF CANTEEN

48

FITNESS

49

DAYCARE

50

พิธีทำบุญก้ำวเข้ำสู่ปที ี่ 42 เมื่อวันที่ 26 กุมภำพันธ์ 2556

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พิธีรดนาขอพรผู้ใหญ่ ( ทศกาลวันสงกรานต์) ณ วันที่ 11 ษา น 2556

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อบทุนการศึกษาให้กับบุตรพนักงานประจาปี 2555 ื่อวันที่ 23 ีนาค 2555

ณ

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ฏ

์

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BDMS GAMES 2013

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Staff Birthday Activity

RECOGNITION PROGRAM

CQI AWARD

RECOGNITION PROGRAM

www.themegallery.com

Congratulations ! It’s become your Service with a heart.

VALIDATED VALUE AND CULTURE

CORE VALUE

COMMITMENT CURVE

PEOPLE TRANSFORMATION UP EXPERTISE LEVEL

(BCPME Tract) K.Anders Ericsson 1990

ORGANIZATIONAL TRANSFORMATION Tracers

Training

Adjust

Audit

CQI

Total Culture Transformation Tracers

Training

Adjust

Audit

CQI

COMBINED BCPME+ATTAC

RECOGNIZE AS 1 OF 100 HAPPY WORKPLACE

3 YRS TRUSTED BRAND GOLD AWARD

Bangkok Hospital has been voted by consumers as a Reader’s Digest Trusted Brand Gold award winner for Thailand 2010 in Hospital category (June 17, 2010) 2011,2012

HOSPITAL MANAGEMENT ASIA 2012 WINNER AWARD : SERVICE IMPROVEMENT FOR INTERNAL

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BEST OF THE BEST PRIME MINISTER AWARD

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