Continuous Learning Culture
WHAT IS CONTINUOUS LEARNING CULTURE?
When the hospital is acquired, staff recognizes the opportunity to grow beyond the ceiling that was established by the previous ownership. Veterinarian, nurse, and technician can be self-limiting occupations for a person with a fixed mindset and external locus of control. Nurturing front line staff’s desire to develop their skill set and extend their career ladder beyond one hospital is a unique opportunity that consolidators can provide to existing teams. Given these opportunities, the staff who embrace the continuous improvement mindset will be more flexible to change.
POTENTIAL RISK
If the consolidator does not have a clear path to continuous learning, it is limiting the opportunity to develop a continuous improvement culture. Very soon after acquisition, the ambitions of the staff to develop will diminish and revert to the day-to-day routine. This will create roadblocks during the change management processes required to optimize margins with growth levers involving front line staff (Decentralized changes).
CONNECTED PROCESSES
- Culture/People Integration
- HR Process/Onboarding
- Knowledge Accumulation
- Core Processes Implementation
- Strategic Filter
- Talent Acquisition
- Pre- and Post-Acquisition Assessments
- Training
- Quarterly Goals/Rock Planning
- Recruiting at the Hospital Level
- Implementation of VCP Processes
- Change management
BURNOUT PREVENTION
Continuous learning is one of the mechanisms to set personal goals within the organization. Goal-setting can be extremely motivating for the staff; enabling intrinsic motivation at work, which is the most effective way to combat burnout.
DE-NOVO AND FRANCHISE
Continuous Learning should be fundamental to the organization. It is one of the most powerful motivators and if designed right, could be a brand-building block of the organization. Career ladder design should be inaugurated at the inception level, so there is a lucrative environment for the new hospital managers, medical directors, nurses/technicians and other front line staff.
It is easier to incorporate these principles at the early stages of maturity, and they should be considered at the inception of the organization, when the teams and leadership roles are evolving and the trust between corporate headquarters and the front line staff is being established.
It is easier to incorporate these principles at the early stages of maturity, and they should be considered at the inception of the organization, when the teams and leadership roles are evolving and the trust between corporate headquarters and the front line staff is being established.