picture. They wanted to do well and complete tasks,
and also wanted to progress in their careers. Engaged
employees should understand their roles in a larger
sense. Typically, a truly engaged employee is putting in
more than the required eight-hour work day.
HSTM: What does Quorum do to promote a culture
of lifelong learning within the organization?
Cooper: First of all, Quorum has many different types
of employees, and we have a plan for how to develop
and grow all of them. Before employees are hired, we
conduct behavioral interviews to help us look at
detailed examples of their work, certifications, etc. We
want to see that they are excited and enthusiastic
about their work. We usually tell very quickly when a
hired employee is not the right fit. It might show up in
late reports, lack of detail in reports, or a lack of
interest in next steps and key metrics.
We take a rigorous approach to employee evaluations.
Our process starts with self-evaluations, which serve as
the foundation for lifelong learning at Quorum.
Self-evaluations help employees establish where they
currently are, where they want to be and then develop
a plan to get there.
We also utilize a tool called the Healthcare
Competency Framework, which introduces different
roles within Quorum who they may interact with as
well as the technical requirements of the job. The
framework includes expectations of employees from a
practice and professional development standpoint and
the level of experience that is required, business
development expectations, credentials, additional
certifications, and practice-specific expectations.
Employees can develop plans to move across
disciplines, to move up within their discipline and within
the organization. This system creates a detailed and
individualized plan. To begin, employees work with
their managers to identify their goals. From there, a
plan is established that includes a detailed timeline,
10
areas of focus, and necessary competencies to develop
for new or expanding roles. This plan might also include
educational items that should be completed and
milestone tasks that must be accomplished.
After the plan is developed, we provide access to
information so that our employees can succeed with
their development efforts. These resources may include
newsletters, professional associations, conferences, etc.
This process is especially helpful for employees who do
not have defined professional goals. Through our
professional development efforts, employees can
discover exciting career opportunities. In addition, our
employees work closely with their managers to
anticipate client needs and connect the dots between
what they are learning and how they can use that
information to better meet client needs.
HSTM: Are your employees, especially Millennials,
challenged by this process?
Cooper: This really goes back to people who are
motivated to explore this. I am finding that Millennials
are active and interested and very involved in electronic
means of learning. They are ready for this, but want it to
be creative and customized to them. In addition, tracking
learning and communication with their manager in
addition to recognition is key with Millennials.
Getting Millennials involved creatively in projects really
propels them forward in their roles. To a certain
extent, a Millennial’s comfort depends on how they see
the plan and how comfortable they are with this level
of complexity. This can help them develop a better
understanding of the larger concepts of leadership,
decision-making and execution. These are key as these
are most likely the things that will be reported on by
our clients and by the employee’s mentor. Of course,
our employees also need to be focused on our
company’s mission, vision, and values. Employees who
truly understand the needs of the company and its
clients are the ones that succeed the most.
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