Malcolm Baldrige National Quality Award - American Society for ...

care clinics incorporate real-time data to serve as a “report
card” on panel management via Data Mall.
5.1a(4) Workforce Change Management: As mentioned in
5.1a(1) and as part of the SPC [2.1a(1)], SCF annually
determines workforce capability and capacity needs by means
of the Corporate Recruitment Plan and the Annual L&D Plan.
This process ensures SCF is prepared to manage workforce
growth or reductions. In addition, SCF leaders and managers
prepare the workforce for capability and capacity changes
through openly sharing organization direction, strategy, key
initiatives, and performance, and by encouraging personal and
professional growth and development. SCF prepares for
capacity changes through division and department planning
meetings, as well as workgroup interactions and one-on-one
conversations, including the PDP process and guidance on
career progression [Fig. 7.3-8, 7.3-9]. SCF helps prepare the
workforce for capacity changes through its scholarship and
educational leave programs, which enable eligible employees
to attend college classes during work hours.
Changes in grant funding and project scope can create need
for workforce reduction. For example, due to changes in
national Head Start regulations in 2009, SCF could no longer
manage the Head Start program. This decision affected
workforce capacity requirements. SCF’s approach to minimize
the impact included encouraging the affected workforce to
apply for open positions elsewhere in the organization, and
encouraging management to interview these employees. As a
result, nearly 100 percent of the affected workforce was
offered a different position within SCF.
5.1b(1) Workplace Environment: SCF’s Safety Committee
manages and monitors processes related to work environment,
health and safety in all work settings.
Figure 5.2-1: Health, Safety & Security Measures
Injuries
Factor Measure 2010 Target Results
OSHA-recordable cases 3.7 injuries/
7.3-19
per 100 FTEs
100 FTEs/year
Bloodborne
Pathogen
Exposures
Slips/ Trips/
Falls
# of needle stick/sharps
exposures per 100 FTEs
< 1 incidents
per year
7.3-20
# of slips, trips, and falls 2 7.3-20
SCF maintains and improves [Fig. 5.2-1] workplace health,
safety, security, and ergonomics in a proactive manner by
ensuring the workforce (1) understands related policies,
procedures, and performance expectations, (2) acquires and
systematically updates the knowledge and skills needed to
promote safety and health, and (3) participates systematically
with workforce experts in minimizing risks and addressing
improvement opportunities.
Workforce health: SCF supports workforce health through a
variety of programs. The SCF QA Department has established
an Employee Health (EH) office to increase accessibility for
the workforce. EH has established a proactive approach. For
example, EH schedules bi-weekly visits to the ANPCC for the
workforce to complete initial, annual, and outstanding health
requirements, such as influenza vaccinations.
The SCF Employee Wellness Committee was created to
integrate wellness into the workplace and uses workforce
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input to identify and prioritize wellness-related classes and
events, such as the Lose to Win program for losing weight.
SCF’s Health Education and Wellness Center, available to C-
O and the workforce, offers a full range of health education
programs and a well-equipped fitness center with group fitness
classes and individually designed fitness programs.
Safety: SCF utilizes numerous approaches to maintain and
improve workforce safety, beginning with inclusion of safety
training in NHO. Environmental tours, global safety and
security risk assessments, and regular safety classes are
offered through the DC, and the ARO includes a safety
module. Managers are held accountable for responding to all
expressed safety concerns; including the workforce in
resolving issues; and, soliciting support for corrections to
maintain a safe work environment. All seven Joint
Commission Environments of Care standards, goals and
objectives are reviewed for performance on an annual basis by
the SCF QA Department. A variety of workplace health and
safety information is available on the intranet via the online
Employee Handbook, including information on conduct in the
workplace, harassment, diversity, conflict resolution,
employee health, family wellness, and specific safety topics
(e.g., fire, hazardous materials, emergency preparedness).
Training is continually updated to address changes in policy
and/or procedures, issues identified by the SCF Safety
Committee, and changes in federal mandates or other external
requirements. In addition, the safety team reviews regulatory
and accrediting requirements, makes recommendations, and
leads improvements under the oversight of the QA Committee.
For example, recent improvements have included changes to
medication storage to prevent access by children and fire
emergency planning in the ANPCC. This systematic approach
to safety increases participation and accountability of
managers, standardizes approaches across the organization,
and encourages and supports overall proactive management of
safety in the workplace.
Security: The SCF QA Department expanded its security
function to include workforce and work environment security.
In 2009, the department hired security officers to respond to
the workforce and C-O. Additional security features include
(1) card-swipe access after normal working hours, (2) well-lit
parking facilities, (3) ID badges, (4) panic buttons, (5)
personal alarms, and (6) 24-hour non-emergency, safety, and
security phone number. For example, the behavioral health
clinics have strategically located panic buttons and personal
alarms that are activated if a C-O becomes a threat.
5.1b(2) Workforce Policies and benefits: In alignment with
the CG of FMW, SCF offers a comprehensive total
compensation package to create a successful work/life balance
for the workforce [P.1a(3), Fig. 7.3-21]. SCF uses the Hay
System to evaluate job descriptions using three categories:
know-how, accountability, and problem solving. This system
allows HR the flexibility to systematically evaluate and
conduct annual market review [P.1a(3)] of the compensation
structure to remain competitive. SCF recognizes the rural
workforce is unique and has creative compensation options
available to meet recruitment and retention needs. For
example, SCF increased its rural differential and offers