Full Answer Section

• Empower staff to make decisions. UMMC believes that frontline staff are best positioned to make decisions about patient care. The hospital has created a culture of empowerment where staff are encouraged to speak up and share their ideas. This has led to improvements in patient care and efficiency.
• Invest in technology. UMMC is investing in new technologies to improve the quality and efficiency of care. For example, the hospital has implemented a new electronic health record system that has streamlined communication between providers and improved patient safety.
• Create a learning organization. UMMC is committed to continuous learning and improvement. The hospital has a number of initiatives in place to support this, including a robust training program for staff and a culture of innovation.
• Measure and track performance. UMMC measures and tracks its performance on a number of key indicators, including patient satisfaction, quality, and efficiency. This data is used to identify areas for improvement and to make changes to the way care is delivered.

In addition to these initiatives, UMMC also places a strong emphasis on “people” processes. The hospital believes that its employees are its most valuable asset and that investing in their development is essential to improving performance. Some of the “people” processes that UMMC employs include:

• Attitude surveys. UMMC surveys its employees on a regular basis to assess their morale and satisfaction. This feedback is used to identify areas for improvement and to make changes to the workplace environment.
• Employee development programs. UMMC offers a variety of employee development programs, including training, mentoring, and tuition reimbursement. These programs help employees to develop their skills and knowledge, which in turn leads to improved performance.
• Work-life balance programs. UMMC offers a number of work-life balance programs, such as flexible work arrangements and on-site childcare. These programs help employees to balance their work and personal lives, which can lead to improved productivity and morale.

I believe that focusing on “people” processes is a highly regarded practice for improving the performance of health care organizations for the following reasons:

• Employees are more engaged and productive when they feel valued and supported. When employees feel like they are part of a team and that their contributions are valued, they are more likely to be engaged in their work and to produce high-quality results.
• Employees are more likely to stay with an organization when they feel like they are developing and growing. When employees have opportunities to learn and develop new skills, they are more likely to be satisfied with their jobs and to stay with the organization.
• A positive work environment leads to better patient care. When employees are happy and engaged, they are more likely to provide better patient care. This is because they are more likely to be focused on their work and to be able to make sound decisions.

One detailed example of increased value or performance in UMMC that I found is the hospital’s patient satisfaction scores. In 2019, UMMC’s patient satisfaction scores were higher than the national average for all hospitals. This is a direct result of the hospital’s focus on patient-centered care and its investment in “people” processes.

In conclusion, I believe that UMMC is taking the right steps to increase the value of its health care delivery and the performance of the organization as a whole. The hospital’s focus on patient-centered care, empowerment of staff, investment in technology, and creation of a learning organization are all essential to improving performance. Additionally, UMMC’s commitment to “people” processes, such as attitude surveys, employee development programs, and work-life balance programs, is helping to create a positive work environment that leads to better patient care.