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Changing the "Old Management" paradigm: Staff Retention in Health Care By Tony Bradford, Managing Director, Centre for Corporate Health Page 3 of 3 The Results The results have been quite impressive. The main shifts have occurred in the Power, Oppositional, Conventional and Achievement behavioural styles.
LSI Test April 2002
LSI Retest August 2003 The Impact Managers are behaving differently at the San. They are relying less on the old "telling" style of communicating and instead are involving their people more in the day-to-day operation of their departments. Team members feel like they are listened to more, trusted more, and have more say in matters affecting them. This has resulted in a turnaround in the way things are done at the San. The resultant benefits in this change of culture can been seen by a 4% reduction in staff turnover across the hospital in just eighteen months. In 2001 turnover was 17.8%; it is now 13.9%. This represents a substantial cost saving to the hospital in the hundreds of thousands of dollars. In addition, the percentage of managers who now actively engage their staff in the performance management system and career development process has increased by 32% in the same period. An external survey that asked whether the San was a "Great place to work" has increased by 8% since 2001 and the degree to which staff trust senior management has increased by over 25% as revealed by the survey. Operating theatres have reduced the need for agency nursing staff by creating a more constructive culture where people feel respected and want to work together. Next Steps The San has realised that this is just the beginning. The CEO is committed to concentrating on a maintenance programme that will continue the good work and results obtained. Tony Bradford is the Managing Director of the Centre for Corporate Health, Sydney. For more information on this programme, contact him via tony@cfch.com.au.
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