Building an Engaged Workforce at Cleveland Clinic; J Patrnchak; Journal of Healthcare Leadership; 2013.
This article examines a successful cultural change initiative at Cleveland Clinic designed to significantly increase employee engagement. Key components of this initiative included the introduction of servant leadership, new caregiver wellness and recognition programs, “Cleveland Clinic Experience” training focused on the institution’s core mission, and changes in the institutional vocabulary. Results included a dramatic improvement in engagement, as measured by the Gallup Q12 survey, with parallel improvements in patient satisfaction, as measured by the HCHAPS (Hospital Consumer Assessment of Healthcare Providers and Systems) survey. In addition to a discussion of the key components of the Clinic’s engagement initiative, the article provides a partial review of the literature focused on employee engagement as well as “lessons learned.”
Rewards, Recognition & Employee Engagement at Cleveland Clinic; J. Patrnchak, M. Majernik; Journal of Healthcare Leadership; 2014.
Being recognized for good work has been identified as a key driver of employee engagement. With this in mind, Cleveland Clinic established a Total Rewards strategy as a core component of its ongoing drive to increase employee engagement—an effort that produced dramatic positive results. In addition to an overview of the Clinic’s Total Rewards strategy, this paper focuses in particular on Caregiver Celebrations, the Clinic’s innovative employee recognition program. The success of Caregiver Celebrations can be measured by its high rates of utilization, positive anecdotal feedback from managers and caregivers, and engagement data .
Implementing Servant Leadership at Cleveland Clinic: A Case Study in Organizational Change; J. Patrnchak
Servant Leadership: Theory and Practice; 2015.
Servant leadership principles have been applied in a wide range of highly successful organizations, including Southwest Airlines, Marriott, Kaiser Permanente, Toro, Nordstrom, and Starbucks. As a key component of its successful employee engagement initiative, Cleveland Clinic introduced and"hardwired" these principles into its culture, shifting the organization away from what had been a predominantly command-and-control leadership model. This article provides a detailed case study of the challenges involved in achieving such a significant organizational change.
The Moment You Can't Ignore; M. O'Connor, B. Dornfeld; 2014.
Malachi O'Connor and Barry Dornfeld are principals in CFAR, a Cambridge, MA-based management consulting firm "committed to giving our clients new ways of thinking about their organizations, and the skills and tools to sustain lasting performance improvement." Their new book presents their "ethnographic approach" to developing organizations in which "strategy and culture fuel one another, hidden assets are leveraged, interests are negotiated openly, and decision-making takes behavior into account."