AtlantiCare Leader Handbook

Leader Handbook

Foundations in Leadership Your Talent. Our Support.

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Welcome to the AtlantiCare Leadership Team!

As a member of our team, you are vital to our success as an organization. Your skills and qualifications make you stand out as someone with the potential to bring out the very best in yourself and your teams. I’m relying on you to create and nurture the relationships you’ll need to be successful in your role. During Foundations in Leadership, you will learn more about what we expect of you as an AtlantiCare leader. On the following pages, you will find lessons, strategies, and advice designed to support you in your efforts to keep AtlantiCare Strong and fulfill our mission to make a difference in health and healing, one person at a time, through caring and trusting relationships. You play a special role in carrying out our Mission, Vision, and Values. Use our AtlantiCare Family Commitments to encourage and recognize your employees. Empower them to grow and evolve professionally. Communicate frequently with your team to create a culture of inclusion and understanding. Above all, use your role to be a positive force for change. As an AtlantiCare Leader, you are a role model. I know you will embrace and embody our high standards of excellence. On behalf of the entire Leadership Team, I want to wish you the best of luck as you embark on your leadership journey. Thank you for accepting this opportunity. I look forward to working with you to strengthen AtlantiCare today, tomorrow, and into the future.

Keep making a difference, Lori S. Herndon President & CEO

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Index

Topic

Competency/Area

Location on Starfish

Accurals (pg. 41)

Policy Site

Accountability and Resource Management

Action Planning (pg. 19) Affirmative Action (pg. 22)

Action Planning Tool

Leadership & Diversity Leadership & Diversity

Policy Site

Agency/temp/contractor staffing (pg. 32) Annual Evaluations (pg. 35) AtlantiCare Foundation (pg. 12)

HR Relevance

Accountability & Resource Management

SuccessFactors Login

Accountability & Resource Management

AtlantiCare Strategy & Culture

• Customer Experience Award • Great Catch Nomination Form • Recognition ProgramMaterials (Team Award, Customer Experience, Resident Nomination Form, etc.) • Shining Stars • Staff Saturday Recognition

Collaboration, Communication, & Relationship Building

Awards and Recognitions (pg. 26)

Best in Class Scorecards (pg. 9)

Best in Class Scorecards

Innovation & Change Management Innovation & Change Management Accountability & Resource Management

Big Dots (pg. 9)

Leader’s Toolbox

Budgeting (pg. 29)

Career Pathing and Development (pg. 26)

Talent Management Page

Leadership & Diversity

C.I. Care (pg. 10)

Customer Experience Page

AtlantiCare Strategy & Culture

Citrix Access (pg. 37)

Citrix Access

Accountability & Resource Management Accountability & Resource Management

Clairvia Scheduling (pg. 29) Coaching Employees (pg. 17) Communication Channels (pg. 11) Compensation Philosophy (pg. 41)

Clairvia Scheduling

Leadership Development Tools

Leadership & Diversity

AtlantiCare Strategy & Culture

HR- Total Rewards, Compensation, & Benefits

• HR Relevance (A&E Tool Directory) • Nursing Competency Assessment • S:\HR\Managers HR Info\A&E

Competencies (pg. 35)

Accountability & Resource Management

Concur AP System (pg. 29)

Concur AP System

Accountability & Resource Management Innovation & Change Management Accountability & Resource Management

Continuous Improvement (pg. 45)

Quality & Process Improvement Database

Contracts & NTracts (pg. 31)

NTracts

Corporate Compliance/Compliance Line (pg. 30)

Corporate Compliance Page

Accountability & Resource Management

CultureVision (pg. 22)

DE&I Page

Leadership & Diversity

Customer Experience (pg. 9)

Customer Experience Page Customer Experience Page

AtlantiCare Strategy & Culture AtlantiCare Strategy & Culture

Customer Experience Standards (pg.10)

Designations (pg. 12)

AtlantiCare Awards and Recognitions

Accountability & Resource Management

Diversity, Equity, and Inclusion (DE&I) (pg. 22)

DE&I Page

Leadership & Diversity

Diversity Events (pg. 22)

DE&I Page

Leadership & Diversity

• Education Page • Talent Management Page

ECHO Program (pg. 24)

Leadership & Diversity

Employee Assistance Program (EAP) (pg. 20) Employee Benefits 101 (pg. 40) Employee Engagement/Safety Survey (pg. 18) Employee Investment Program (EIP) & Tuition Manager (pg. 24)

EAP Page

Leadership & Diversity

Benefits Page

HR- Total Rewards, Compensation, & Benefits

Engagement Survey Results and Action Planning

Leadership & Diversity

EIP Page

Leadership & Diversity

Employee Files (pg. 36)

HR- Total Rewards, Compensation, & Benefits

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Index

Topic

Competency/Area AtlantiCare Strategy & Culture

Location on Starfish

Employee Giving Campaign (pg. 12) Employee Resource Groups (ERGs) (pg. 23)

AtlantiCare Foundation

DE&I Page

Leadership & Diversity

Employment Law (pg. 31)

Employee Relations Policy Site

HR- Total Rewards, Compensation, & Benefits

Essential Work Requirements (EWR) Compliance (pg. 34)

Essential Work Requirements Page

Accountability & Resource Management

Family Commitments (pg. 7)

Family Commitments Page

AtlantiCare Strategy & Culture

Financial Signing Authority (pg. 29)

Policy Site

Accountability & Resource Management

Goal Setting Guidelines Performance Management

Goal Setting (pg. 36)

Accountability & Resource Management

Greater Goal Team Coaching (pg. 15) GROWS Leadership Mentoring Program (pg. 24)

Collaboration, Communication, & Relationship Building

Talent Management Page

Leadership & Diversity

Health &Wellness Occupational Health &Wellness

Health &Wellness (pg. 40)

Accountability & Resource Management

HealthStream (pg. 25)

Education Page

Leadership & Diversity

HIPAA (pg. 30)

HIPAA (Policies and Procedures)

Accountability & Resource Management HR- Total Rewards, Compensation, & Benefits Accountability & Resource Management

HR Relevance (pg. 32)

HR Relevance

Incident Reporting (pg. 31) Innovative Thinking/Safe to Fail Environment (pg. 45) Interpretive Services (pg. 11)

Incident Reporting

Innovation & Change Management

Customer Experience Page

AtlantiCare Strategy & Culture

IT Systems/Folder Access/Submit Help Ticket (pg. 37)

IT Team Page

Accountability & Resource Management

Joy in the Workplace (pg. 19)

Resiliency Resources

Leadership & Diversity Leadership & Diversity

Just Culture (pg. 18)

Leadership Development Tools

Keep AtlantiCare Strong (pg. 29) Kronos Timekeeping (pg. 29)

Accountability & Resource Management

Kronos

Other

Leader Bonus (pg. 42)

HR- Total Rewards, Compensation, & Benefits HR- Total Rewards, Compensation, & Benefits

Leave of Absence (LOA) (pg. 31) Managing Up Change (pg. 46) Market Adjustments (pg. 41)

Leave of Absence Guidelines Policy Site

Innovation & Change Management

HR- Total Rewards, Compensation, & Benefits HR- Total Rewards, Compensation, & Benefits

Merit (pg. 42)

Mission, Vision, and Values (pg. 7)

Mission, Vision, and Values

AtlantiCare Strategy & Culture

Multiple Jobs (pg. 36) MyOwnRecords (pg. 34)

HR Relevance

HR- Total Rewards, Compensation, & Benefits

ADP

• Orientation Checklists • Preliminary Evaluations

New Hires/Internal Transfers (pg. 42)

HR- Total Rewards, Compensation, & Benefits

New Hire Orientation (pg. 25) NJ Earned Sick Leave (pg. 41) Orientation Checklists (pg. 35)

New Hire Haven Leader’s Toolbox SuccessFactors

HR- Total Rewards, Compensation, & Benefits HR- Total Rewards, Compensation, & Benefits Accountability & Resource Management

• Education Page • Talent Management Page

Pathways to Leadership (pg. 25)

Leadership & Diversity

• Performance Management Page • Leader’s Toolbox

Performance Management & Goal Setting (pg. 25)

Leadership & Diversity

Policies (pg. 46)

Policy Site

Accountability & Resource Management Accountability & Resource Management Accountability & Resource Management

Preliminary Evaluations (pg. 33)

HR Relevance EWR Team Page

Primary Sourcing (pg. 34)

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Index

Topic

Competency/Area

Location on Starfish Employee Relations Page

Progressive Discipline (pg. 18)

Leadership & Diversity

• HR Relevance • Policy Site

Promotions/Demotions (pg. 42)

HR- Total Rewards, Compensation, & Benefits

Receiving & Giving Feedback (pg. 16)

Leadership Development Tools (STAR Form)

Collaboration, Communication, & Relationship Building

Record Retention (pg. 37)

Policy Site Policy Site

HR- Total Rewards, Compensation, & Benefits HR- Total Rewards, Compensation, & Benefits

References (pg. 37)

Regulatory Compliance - Joint Commission & Others (pg. 30) Request to Purchase (RTPs) and Ordering Supplies (pg. 38)

Regulatory & Accreditation Page

Accountability & Resource Management

Supply Chain Management Page

Accountability & Resource Management

Retention & Motivation (pg. 26)

Talent Management Page

Collaboration, Communication, & Relationship Building

Resiliency in the Workplace/RISE (pg. 20)

Resiliency Resources

Leadership & Diversity

Revenue Cycle (pg. 9)

Revenue Cycle Page

AtlantiCare Strategy & Culture

• HR Relevance • S:\HR\Managers HR Info

Role Descriptions and Assessment & Evaluation (A&E) Tools (pg. 33) Running to Great Purpose (pg. 15)

Accountability & Resource Management

Collaboration, Communication, & Relationship Building

Sacred Moments (pg. 10)

AtlantiCare Strategy & Culture

• Education Page • Talent Management Page

SAW Program (pg. 25)

Leadership & Diversity

Schwartz Rounds (pg. 20) Service Recovery (pg. 10)

Resiliency Resources

Leadership & Diversity

AtlantiCare Strategy & Culture

Serving Leadership Principles (pg. 14)

Serving Leader Tools and Resources

Leadership & Diversity

Share the Success (pg. 42) STAR/ STAR AR (pg. 17)

Share the Success Leader’s Toolbox

HR- Total Rewards, Compensation, & Benefits

Collaboration, Communication, & Relationship Building

Starfish Fund (pg. 12)

Starfish Fund Application Customer Experience Page

Leadership & Diversity

Starfish Experience Labs (pg. 32)

Accountability & Resource Management

Starfish Story (pg. 9) Stay Interviews (pg. 19)

AtlantiCare Strategy & Culture

Leadership & Diversity

Strategic Planning Process (pg. 7)

AtlantiCare Strategy & Culture AtlantiCare Strategy & Culture AtlantiCare Strategy & Culture

Strategic Initiatives (pg. 8)

Strategy Maps (pg. 9)

• Education Page • Talent Management Page

STRIDES Leadership Development Program (pg. 25)

Leadership & Diversity

SuccessFactors (pg. 34) Talent Management (pg. 23)

SuccessFactors

Accountability & Resource Management

Talent Management Page

Collaboration, Communication, & Relationship Building

• HR Relevance • Policy Site

Talent Acquisition, Recruitment, & Selection (pg. 23)

Collaboration, Communication, & Relationship Building

Talent Development (pg. 24)

Talent Management Page

Leadership & Diversity

Team Roles (pg. 16)

Collaboration, Communication, & Relationship Building

Telecommuting (pg. 27)

Telecommuting Page TheWork Number Flyer

Leadership & Diversity

Verification of Employment (pg. 37)

HR- Total Rewards, Compensation, & Benefits

Volunteer Office (pg. 11)

AtlantiCare Strategy & Culture

Work Orders/Maintenance (pg. 38)

MaintenanceWork Order Page • HR Relevance • Talent Management Page

Accountability & Resource Management

Workforce Planning (pg. 23)

Leadership & Diversity

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Session 1: AtlantiCare Strategy & Culture

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What is AtlantiCare? AtlantiCare’s cultural identity is comprised of our Mission, Vision, Values, Family Commitments, and all other organizational philosophies that drive how we think, act and serve others. Mission, Vision, and Values Our Mission, Vision, and Values drive all of our decisions and strategic initiatives. They are the foundation of our organization and clarify our purpose, direction, and guiding principles. Mission: Why we are here We make a difference in health and healing, one person at a time, through caring and trusting relationships. Vision: Where we are headed Building healthy communities together. Values: Principles that guide us Integrity – Our behaviors consistently reflect the highest ethical standards. Respect – We treat each other with kindness, dignity, and compassion. Service – Excellence in every interaction. Inclusion- We create a sense of belonging by embracing the diversity in our AtlantiCare family and community. Family Commitments Our values drive what matters most and provide the foundation for employee behavior. The Family Commitments define these behaviors and actions that we expect at AtlantiCare. These behaviors include: Core Behaviors – How we act: Create excellent encounters Walk the talk P r a c t i c e h u m i l i t y a n d c i v i l i t y K e e p A t l a n t i C a r e p r o u d Safety – Safety and well-being is our top priority. Teamwork – We work together to achieve our goals. Leader Expectation(s): Leaders are expected to know and embody our Mission, Vision, and Values. Leaders should ensure their staff know the Mission, Vision, and Values and hold them accountable for behaviors that align with them. Performance discussions should be linked back to the Mission, Vision, Values, and Family Commitments. Leaders should help staff make the connection between their job functions and the goals that come from the Mission, Vision, and Values of AtlantiCare. We want leaders to make these Family Commitments come alive in their departments. We expect leaders to find ways to highlight and reinforce them. Leaders should be aware that there is a Family Commitment category in the Shining Stars system and are encouraged to align employee recognition for above and beyond performance to these expectations. Example: “See Something Say Something” can be linked to Safety and calling out hazards when we see them, or it can be linked to recognition of great work. Strategic Planning Process AtlantiCare is diligent and purposeful about strategic planning. We have a rolling, three year strategic planning process that is continuously updated via the annual strategic planning process. Environmental analysis, customer focus groups, prior scorecard results, and strategic planning retreats lead to the development of strategic initiatives, organizational objectives, and Big Dot goals. Plans are carried out through service lines, B teams, and subject matter experts with oversight provided by Best In Class and strategic initiative scorecards that are updated quarterly, made available to employees, and reviewed routinely by senior leadership and Board members. U n d e r s t a n d y o u r p a t i e n t s a n d / o r c u s t o m e r s i n w o r k a n d a t h o m e S e e s o m e t h i n g , s a y s o m e t h i n g C r e a t e e x c e l l e n t e n c o u n t e r s W a l k t h e t a l k B e c u r i o u s a n d i n n o v a t i v e Be curious and innovative Practice humility and civility Keep AtlantiCare proud Make your work matter Choose your words carefully Practice self-care and find joy in work and at home Understand your patients and/or customers See something, say something Celebrate! Do the right thing and do things right

C e l e b r a t e !

D o t h e r i g h t t h i n g a n d

d o t h i n g s r i g h t

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Strategic Initiatives AtlantiCare has Strategic Initiatives in these 5 Categories that align with the 5 B’s. They are a part of the three year, rolling Strategic Planning Process. Leader Expectation(s): Leaders should understand the strategic planning process and be able to explain it to their teams. They should utilize the strategic planning tools that are available on the Leader’s Toolbox on The Starfish to help set strategic priorities within their departments. Leaders should know the strategic initiatives that are related to their departments and play an active role in helping to achieve the initiatives. They should be able to speak at a high level about the key initiatives in each of the 5 categories and share progress on those priorities with staff.

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Big Dots “Big Dot” goals keep us focused on achieving operational excellence. They appear on employee Strategy Maps. Best People andWorkplace: Our big dot goal is to achieve or maintain high levels of employee engagement. This contributes to the powerful and special culture we all value and enjoy here at AtlantiCare. Best Customer Experience: Our big dot goal is to improve our Customer Experience Index, which is the percentage of 9s and 10s received on surveys. Best Quality: Our big dot goal is to reduce our readmission rate. Best Growth: Our big dot goal is Total Unique Lives Cared for through Primary Care (including pediatrics, FQHC, and SCC) Best Financial Performance: Our big dot goal is focused on our operating margin, a key measure of our financial success. Leader Expectation(s): Leaders are expected to know what the Big Dots are and lead employees through the process of developing departmental and individual goals that support the 5 B’s. Strategy Maps Strategy Maps are used to organize and illustrate our Big Dot goals and how they cascade down to staff. They are given to all staff. They are expected to fill out their Strategy Maps with their goals for the upcoming year, including their personal Family Commitment Development Goal. The Strategy Map also lists our Mission, Vision, and Values. Leader Expectation(s): Leaders should have their teams complete their Strategy Maps. Most staff keep their Strategy Maps in their ID Badge so they have them handy at all times. Best in Class Scorecards Quarterly review of various important measures organized by “B.”The scorecards are available for all employees to view on The Starfish. Leader Expectation(s): Leaders are expected to be familiar with the measures on the scorecard, know how we are doing, and share with their teams. Customer Experience AtlantiCare is committed to providing excellent customer service. Service is one of our five values and we have a dedicated B Team that is focused on achieving our customer experience and loyalty goals. The Starfish Story

The Starfish Story illustrates our mission of, “We make a difference in health and healing, one person at a time, through caring and trusting relationships.” Paraphrased from the writings of Loren Eiseley:

A man was walking along the beach one morning after a storm. Thousands of starfish had been washed ashore. The man noticed a boy in the distance, picking up starfish one by one and gently throwing them back into the ocean. Approaching the boy he asked, “What are you doing?”

The boy answered, “The sun is coming up and the tide is going out. If I don’t throw the starfish back, they’ll die.” The man replied, “There are miles and miles of beach and thousands of starfish. You can’t possibly make a difference!” After listening politely, the boy bent down, picked up another starfish and tossed it into the surf. He smiled and said… “I made a difference for that one.”

Because this story exemplifies the philosophy embraced by AtlantiCare, we now recognize the starfish as our symbol.

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AtlantiCare’s Customer Experience Standards • I will say “please” and “thank you” in all customer/co-worker interactions.

• I will say “is there anything else I can help you with?” at the end of customer/co-worker interactions. • I will always identify myself, my department and say “may I help you”when answering the telephone. • I will always wear my name tag in a visible location. • I will smile, make eye contact and address others who are near me. • C.I. CARE (Connect, Introduce, Communicate, Ask & Anticipate, Respond, End with Excellence)

C.I. Care C.I. Care is the customer service model we use at AtlantiCare to reinforce our commitment to providing excellent customer service during every interaction. For more information on C.I. Care, visit the Customer Experience page on the Starfish (Starfish > About AtlantiCare > Customer Experience).

C I C A

Connect Introduce Communicate Ask for Permission & Anticipate Respond End with Excellence

R E

Location on Starfish: Starfish Experience Labs

Sacred Moments Sacred moments are moments of complete focus on the person. Every first interaction and every time a question is being asked is a sacred moment. Sit down or meet the person at their level when possible during these times. Look for and embrace opportunities for sacred moments. Sacred moments encourage, support, inspire and motivate others. Sacred moments enhance the story. For example, when a person comes to the department for the first time and when they leave, we would like to see the team take the opportunity to make the experience special for them. Service Recovery Service recovery is the art of fixing what went wrong for the customer and mending the damage that error, mistake, or misstep did to your relationship with the customer. Service recovery is about restoring trust when your customer is most vulnerable to doubt.

Recovery 101

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Incident Reporting For more information on Incident Reporting, go to page 31 . Interpretive Services For patients who prefer to speak in another language, we can offer our approved services for clinical conversations: • Language line • Qualified staff interpreters

• Language Line iPad (provides live interpreter via video) • Translated documents (available in select languages) • Contracted and agency interpreters Volunteer Office

The Volunteer Office is the centralized way that we attract, manage, schedule, and oversee all volunteer services throughout the hospitals. Volunteers fill important roles such as greeters, gift shop attendants, and No One Dies Alone (NODA) companions. Revenue Cycle Healthcare Revenue Cycle management is the financial process of collecting payments for medical bills to generate revenue for a healthcare organization. It combines administrative data such as a patient’s personal information, insurer name, and treatment code with financial billing information. AtlantiCare uses a centralized billing and coding system to enable reliable reimbursement, compliance, and clinical processes. Leader Expectation(s): Leaders should understand the big picture of how AtlantiCare runs as a business, makes money, and that Revenue Cycle is an integral part of our operations. Communication Channels There are a variety of ways for leaders and staff to stay informed about what is happening across AtlantiCare. It is the employee’s responsibility to seek this information and the leader’s responsibility to give employees time to do so and reinforce the messages.

Our Communication Channels include, but are not limited to: • Business Unit Specific Leadership Meetings • Leader Rounding • Link with Lori • Department Director Meetings

• Manager’s Forum • Monday Minute • Monthly Message • PACE • Starfish Blasts • Starfish Flashes • The Starfish Intranet

• Town Halls • HR Updates • IT-specific Communications

Leader Expectation(s): How you deliver the message is just as important as what the message is. Leaders are expected to always “Manage Up” any messages they are asked to deliver. Leaders act as an extension of Senior Leadership and are expected to deliver the message the same way a Senior Leader would. Messages should be matter of fact, transparent, and connected to a greater purpose.

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Example: • Communication: Lower Share the Success Bonus than previous years

• Message: “This year the Share the Success amount that was approved by the Board is $XXX. I understand that it is lower than what you have received previously, but we did not achieve as many goals this year. When the organization achieves its goals, we are more successful and therefore are in a better financial position to offer larger bonuses. We’re not where we wanted to be this year, but let’s all work together next year to make sure we are accomplishing our goals. Does anyone have any ideas on what we can do differently in our department?” AtlantiCare Foundation The AtlantiCare Foundation was established in 1977 and charged with generating significant charitable support to ensure AtlantiCare’s vision of building healthy communities was carried out to benefit current and future generations residing in southeastern New Jersey. As healthcare continues to evolve to be more efficient, affordable and effective, philanthropy and the support of our donors becomes more important than ever to our continued success and growth. Employee Giving Campaign The AtlantiCare Foundation supports the evolution of AtlantiCare and the community it is proud to serve by raising funds in support of our overall strategic plan. Each year, the Foundation sponsors the “AtlantiCare&Me Employee Giving Campaign – A Perfect Pair,”which is an opportunity to support projects or funds that impact your own workplace, co-workers and the community we serve on a daily basis. Employees can visit the site – www.atlanticare.org/employeegiving – to learn more about employee giving and to see FAQ. Leader Expectation(s): Leaders should be knowledgeable about all of the Foundation’s activities and are encouraged to participate in them, namely the Employee Giving Campaign. Starfish Fund The Starfish Fund provides financial assistance to AtlantiCare employees who experience a catastrophic event. The Starfish Fund raises money all year long through fundraisers and a payroll deduction program, and is used in lieu of individual departments/floors conducting their own fundraisers. More information can be found on The Starfish (The Starfish > About You > Human Resources > Forms & Links > Starfish Fund Application). Leader Expectation(s): Leaders are expected to know this resource exists and when to refer employees to it. Designations We pursue Designations to affirm what we do well and celebrate achievements. It’s a strategic differentiator from our competitors. Some of the designations we pursue are: Magnet, Leapfrog, CMS 5 Star, and HEI. In addition to the Employee Giving Campaign, the Foundation supports many other activities. For more information, you can visit their website .

For more information, go to the Quality Management portal on the Starfish (Starfish > Teams > Quality Management).

For our information on Healthgrades, please visit www.healthgrades.com

Leader Expectation(s): Leaders should be aware of the designations we have, those we are pursuing, what the requirements are, and how they can align their department goals to achieve the designation.

Location on Starfish: Starfish Experience Labs Key Policies You can find a list of our key policies starting on page 47. You can find the policy site via the Starfish (Starfish > About AtlantiCare > Policies & Procedures > Policies Site).

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Session 2: Collaboration, Communication & Relationship Building

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Serving Leadership Principles Serving Leadership is a philosophy that inspires everyone’s very best efforts, maximizes the talents and strengths of the team, and ensures the team has the training, resources and a clear path to move forward. It provides leaders with the actions, practices and tools they can use to multiply excellence within their teams, the organization and community. Serving leaders bring great purpose to the table that inspires everyone’s very best efforts. They turn leadership into service toward their co-workers, and maximize the talents and strengths of the team.

AtlantiCare’s Serving Leader journey includes a six-month path that leaders participate in. This includes bi-monthly, full-day learning sessions; bi-monthly, one-hour application clinics; monthly meetings with accountability partners; and monthly meetings with an experienced serving leader coach. Serving Leaders hold high expectations, and make sure their teams have the proper training, resources and a clear path to move forward. They upend the pyramid, build on strengths, raise the bar, blaze the trail and run to great purpose.

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Greater Goal Team Coaching (Structural Tension)

Running to Great Purpose

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Team Roles There are four domains in the team work cycle. The four roles in team work that we are likely to play are: Elaborator, Executor, Ideator, and Initiator (from the book The Greater Goal by Ken Jennings). Which area gives you the most energy? Where do you do your very best work?

Leader Expectation(s): Leaders are expected to go through this training, know the concepts, and embody the principles of Serving Leadership. Receiving & Giving Feedback This is a communication framework that we encourage leaders to use when communicating with their staff and peers. Leaders help others continuously improve by raising the bar with an environment of providing balanced and timely feedback to each other. This includes positive feedback – what is working well, and constructive feedback – what is getting in the way.

Receiving • Listen without defending or justifying • Notice and assess your internal response • Summarize what you hear to ensure understanding • If you recognize that you made a mistake, accept it, admit it and move forward • Let the person know you plan to work on your/their suggestion Giving • Ask for permission • Offer “feed-forward” and “feed-back” • If possible begin with what is working • Use “I” statements • Ask for the other person’s perception and ideas • Ask for their suggestions for improvements and then graciously suggest yours • Ask for a summary

Leader Expectation(s): Serving Leaders start with receiving feedback first. Leaders should set the example for their team by being open to and graciously receiving others’ feedback. Leaders should create a culture where feedback is continuously given. Leaders should give timely, meaningful, and clear feedback to their staff consistently.

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STAR/ STAR AR STAR/AR is a model to give feedback. It ensures that all aspects are covered and reinforces appropriate behavior/ actions or modifications to behavior. It is also a helpful for conducting job interviews.

• STAR - Situation/Task, Action or behavior and Result • STAR/AR - Situation/Task, Action or behavior and Result, Alternative Action or behavior and Result

Leader Expectation(s): Leaders are expected to be familiar with and utilize this tool when facilitating feedback with your staff.

Coaching Employees Coaching provides timely guidance and feedback to help others strengthen the specific skills, knowledge areas, or behaviors needed to accomplish a task or solve a problem. Much like being the coach of an athlete, employee coaching is intended to build on strengths, promote teamwork, and overcome obstacles.

Leader Expectation(s): Leaders are expected to take a proactive coaching approach with their teams. Feedback should be ongoing, delivered in real time, and future-focused (i.e., “In the future you could handle it this way…”) 17

Just Culture The Just Culture guide is a tool used to understand why an error/problem occurred and to determine the appropriate response. AtlantiCare follows this tool for fairness, consistency, and performance improvement.

Leader Expectation(s): Leaders are expected to be familiar with this tool and follow it. They are encouraged to reach out to HR with any questions. Progressive Discipline

Progressive Discipline includes a coaching, counseling, and discipline process that we deploy to review the issue, determine responsibility/accountability, and the appropriate response in order to rectify the situation and prevent it from happening again. Leader Expectation(s): Leaders should familiarize themselves with the Progressive Discipline policy. Leaders should enforce the policy consistently, fairly, and bring in their HR partner when necessary. We strongly suggest documenting all coaching conversations for your reference. Counseling is documented in the Coaching, Counseling and Disciplinary Action notice form, which is located here (The Starfish > About You > Human Resources > EE Relations). The employee should have a chance to review the documented disciplinary action, add their own comments, and sign off to acknowledge that they have seen the document. Leaders need to send a copy to HR.

Location on Starfish: Just Culture Employee Engagement/ Safety Survey

On an annual basis we conduct a formal survey of all employees to solicit their feedback about what we’re doing well and our opportunities

for improvement. The survey measures employee engagement, nursing excellence, safety culture, resiliency, and a number of other topics. Press-Ganey is our partner for administering this survey. Participation is tied to the staff Share the Success bonus. We develop our Best People &Workplace (BPW) goals and initiatives based on the feedback received in the survey. After the survey is completed, leaders share and discuss the results within their individual departments. With their teams they create action plans based on opportunity areas in an effort to further improve the work environment. Staff BPW goals are often related to these action plans. 18

Employee Engagement is the big dot goal under BPW. Leader, department, and employee BPW goals should all align with Employee Engagement efforts.

Leader Expectation(s): Leaders will encourage their teams to participate in the survey to reach their Share the Success goal and collect thoughts from as many employees as possible. One to two months later, when results are available, Leaders are expected to review the survey results, share them with their team, and then work with their team to develop action plans to work on throughout the year that will improve the workplace environment. Leaders should update action plan progress throughout the year using the “You Said/We Did” format. Leaders will follow the Leader Goal Setting Guide to set their BPW goal and ensure staff BPW goals align to department and organizational goals. Action Planning

Upon reviewing results from the Employee Engagement Survey, leaders work with their staff to develop Action Plans – strategies/steps that they will take to address any areas needing improvement. Action plans are entered into the Press-Ganey system and progress should be reviewed regularly at staff meetings throughout the year. It’s helpful to track and communicate Action Plan progress through the “You Said/We Did” Stoplight format. Leader Expectation(s): Leaders are expected to work with their staff to create action plans. Leaders must enter Action Plans into the Press-Ganey system. Leaders should use the “You Said/We Did” format to track and communicate Action Plan progress to their teams.

Location on Starfish: Employee Engagement / Safety Survey, Lean Methodology Joy in theWorkplace

Joy in the Workplace is an initiative at AtlantiCare that is designed to (1) help people reconnect with what initially brought them to health care to begin with and (2) capture what sends them home at the end of the day with a smile on their face and a sense of accomplishment. When exploring Joy in the Workplace, discussion is facilitated around the questions below. These questions are also a retention tool and can be used during Stay Interviews.

• What brought you to healthcare? • What makes a good day for you? • What needs to happen for you to have more good days?

Leader Expectation(s): Leaders are encouraged to facilitate these conversations in a group setting and 1-1 with your staff to open up communication and provide opportunities to step in and make corrections when necessary.

Location on Starfish: Stay Interviews, Resiliency in the Workplace Stay Interviews

Exit interviews are a common HR strategy to collect honest feedback from departing employees about the work environment and their reasons for leaving. While effective at possibly preventing future resignations, it doesn’t help to keep that employee from leaving. Utilizing stay interviews is a more effective approach. Stay interviews involve one on one conversations with existing employees, particularly the highest performing and most engaged employees that you most want to keep. Giving them a chance to speak openly about the work environment allows us to put corrective measures in place as needed, before it results in a great employee resigning. The questions used are similar to Joy in the Workplace – what makes a good day, what makes a bad day, what are you proud of, what obstacles get in the way, how do you typically feel when you leave at the end of the day, etc. These interviews can be conducted by HR or by department leadership.

Location on Starfish: Joy in the Workplace

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Leader Expectation(s): Leaders should routinely ask stay interview-type questions of their employees and then take action on the feedback. If a leader needs assistance or believes staff may speak more freely to someone not in their leadership line, then they need to reach out to their HR partner. Resiliency in theWorkplace AtlantiCare recognizes that balancing work and life can stressful. To best care for our patients, we must take care of ourselves. AtlantiCare works hard to provide a variety of support programs and services to meet the individual needs of our employees. Below are some of our key Resiliency Resources. For more information, you can go to the Resiliency Resources page on The Starfish (The Starfish > About You > Resiliency Resources). Employee Assistance Program (EAP) AtlantiCare’s Employee Assistance Program assists people in coping with problems that affect quality of life. This confidential program is designed to help employees and their immediate family members 18 and older prevent, identify, and resolve problems before they impact job performance. Services are available by phone and in person. Call 1-800-260-0808 to begin using your benefit. Resilience in Stressful Events AtlantiCare’s Resilience in Stressful Events (RISE) support team assists members of our healthcare team when they are involved in critical incidents. The RISE Team is a confidential outlet available to all AtlantiCare staff who are experiencing stress as a result of their involvement in unanticipated events or outcomes. This peer-to-peer support program features a multi-disciplinary team of hospital volunteers who can respond and support a team member involved in an unanticipated patient event, stressful situation, or patient-related injury.

To contact the RISE Team 24/7, call 609-652-1000.

Schwartz Rounds Schwartz Rounds gathers caregivers from a range of disciplines to share their experiences, learn from each other and focus on the human dimension of medicine. We share stories of providing care to patients and peers, and talk about what goes on inside of us while we are going all out for someone else.

Leader Expectation(s): Leaders are expected to know these resources exist and know when to refer employees to them.

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Session 3: Leadership & Diversity

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Diversity, Equity, and Inclusion (DE&I) DE&I Strategies help employees bring their authentic selves to work each day, feel valued and included, and therefore help them perform their best. It increases employee engagement, produces higher employee productivity and collaboration, empowers employees to openly share their ideas and feedback, enables effective problem solving, and generates innovation and growth.

Leader Expectation(s): Leaders are expected to support and champion this work. Leaders will be expected to encourage their staff to participate in Employee Resource Groups (ERGs), and attend Diversity events. Leaders should actively seek to form diverse teams that have diversity in thought. They should know what CultureVision is, how to use it, and encourage their teams to do the same. • Diversity is the representation of all our varied identities and differences (race, ethnicity, gender, disability, sexual orientation, gender identity, national origin, socio-economic status, religion, thinking and communication styles, etc.), collectively and as individuals. • Equity seeks to ensure fair treatment, equality of opportunity, and fairness in access to information and resources for all. • Inclusion builds a culture of belonging by actively inviting the contribution and participation of all people. Affirmative Action AtlantiCare is an equal opportunity employer that takes affirmative action to employ and advance in employment individuals without regard to age, race, color, religion, sex, sexual orientation, gender identity, national origin, protected veteran status or disability. CultureVision CultureVision is a competency database that provides knowledge on topics such as: language and communication; diet and nutrition; beliefs; religion and spirituality on various cultures and communities. Diversity Events Activities spearheaded and/or supported by our ERGs assist us with creating an enriching and inclusive workplace for our employees. Refer to the Diversity, Equity, and Inclusion page on The Starfish (Starfish > Teams > Diversity & Inclusion) for an update on events.

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Employee Resource Groups (ERGs) Central to our Diversity, Equity, and Inclusion strategy are our Employee Resource Groups (ERGs). These groups are formed around common identities, but are open to all employees. The groups are created to support DE&I Strategy, Organizational Strategy, and provide DE&I Education. Talent Management AtlantiCare’s people strategy has 3 focuses: Culture, Engagement, and Talent Management for Workforce of the Future.

Within Talent Management we have: Retention and M otivation, Talent A cquisition, Workforce P lanning, and Talent D evelopment (MAPD) .

Workforce Planning This is the first step of Talent Management. This is an organizational planning process to ensure the workforce can meet the healthcare demands of our community and deliver high-quality care to patients/customers. This planning process includes both capacity (sufficient staffing levels to accomplish the work and meet the goals) and capability (through our employee’s knowledge, skills, abilities and competencies.) Leader Expectation(s): Leaders are expected to take an active role in workforce planning for their areas. They should be up to speed on industry trends, in tune with evolving patient needs, regulatory and legal impacts, technology changes, and more, which can all impact the capability and capacity needed in the workforce. When needs are identified leaders should partner with HR to plan solutions. Talent Acquisition, Recruitment, & Selection This is the second step of Talent Management. Leaders and HR Talent Acquisition Partners (TAP) work together to recruit and select the most qualified candidates for open positions. The process starts with the request to fill a vacancy, review of the role description for accuracy, advertisement (internally only or internally/externally), candidate screening, interviews, selection, background check, extending a job offer, and onboarding. The goal is always to attract a diverse pool of high quality candidates and to offer positions to the most qualified individuals. “Most qualified” usually means a balanced combination of relevant work experience, education, technical skill, and match for AtlantiCare Values. All applicants must meet the minimum job qualifications to be considered a candidate. 23

Behavior based interviews, which include questions about specific experiences or hypothetical scenarios, are used to best understand how suitable the candidate is for the role. All legal hiring aspects are followed so no discrimination or unfair hiring decisions are made. Various strategies are used by TAP to create candidate pools, as well as pipelines for positions that are routinely available. Techniques can include school partnerships, community organizations, internal talent development programs, database searches, advertising strategies, employee referral programs, industry associations, etc. Hiring managers play a valuable role in working with HR to plan these strategies. When a vacancy is expected it is best to submit the job requisition for recruitment as soon as possible to minimize the amount of time a position is vacant. The recruitment process typically takes weeks, sometimes even months for hard to find skill sets. And when the candidate is finally selected it still takes a week or so to clear the background check, and then they likely need to give a couple of weeks of notice before they can leave their current employer. We encourage regular communication between the hiring manager and the TAP so everyone is on the same page at all times and has the same expectations. A steady and thoughtful process that results in a strong hire is always better than a rushed process that results in employee relations issues and turnover down the road. Leader Expectation(s): There are many legal considerations involved in recruitment and selection. Because of that, AtlantiCare requires that the TAP lead the process. Please do not find your own candidates to interview, don’t discuss pay, and never extend an offer of employment to an internal or external candidate. Allow all candidate communications to go through the TAP. If you are an inexperienced interviewer your TAP will be happy to provide advice on how to open up a conversation, examples of interview questions to ask, and examples of illegal interview questions, and will probably even offer to interview along with you until you are comfortable. Give HR all interview notes, as they are legally discoverable and fall under the record retention policy. Provide timely and detailed feedback of your interviews to the TAP so they can disposition weaker candidates and keep strong candidates engaged until interviews are complete. Once a hire is made please reach out to them before they start so you can welcome them to the team and review any logistics they may need such as scrub color, where and when to meet, parking instructions, etc. Also be sure to plan ahead for their first days in their department so they can be welcomed and have a proper orientation and ramp up plan. Talent Development AtlantiCare is committed to offering programs for Talent Management for Workforce of the Future. This is an organizational focus on developing employee skills, knowledge, and competencies. Learning and development opportunities are provided for employees to improve performance and advance their careers. It is a strategy and a focus to retain the top performers within the organization and meet organizational goals and outcomes. Talent Management is for ALL employees, not just top performers, although there are special programs for those individuals.

Employee Investment Program (EIP) & Tuition Manager This program promotes and empowers qualified staff wishing to further their education by providing tuition assistance. This program is for highly performing/engaged staff only. It is not a benefit that everyone qualifies for. Instead, it is designed as a true investment by AtlantiCare in their future and in return the employee commits to staying employed with AtlantiCare for a minimum period of time. Tuition Manager is the system used to track and manage all information related to the EIP Program. If you and/or your staff are going through the program, you will utilize this system. To login, use your AtlantiCare Network ID and go here (The Starfish > Apps and Resources > Tuition Manager).

Expanding Your Healthcare Career Opportunities (ECHO) ECHO is an on-the-job learning and career development system. ECHO taps into the potential of mid-level employees and puts them on an allied health, clinical, or management pathway.

GROWS Leadership Mentoring Program

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GROWS is a mentoring program for employees ranging from the staff level to Corporate Director. A mentee is paired with a mentor and together they work on a project. The mentee is required to attend Business Learning sessions where they learn more about aspects of the healthcare industry. Admission to this program is based on work experience, previous programs the mentee has gone through, and admission into the STRIDES program.

HealthStream The online learning and development platform where all employees have access to a wide variety of clinical and non-clinical educational topics. Annual required education is assigned to all employees in HealthStream as well as other

departmental and role-specific educational requirements. HealthStream is used to register for live open enrollment classes and AHA CPR certifications can be completed in the system. Employees have the ability to self-enroll in a variety of other clinical, non-clinical and other skill and knowledge-building topics. Leaders can have administrator access to monitor and track educational completions for their staff members. New Hire Orientation Corporate New Hire Orientation is given to employees during their first two days of employment. Formal orientation includes an understanding of the culture, Mission, Vision, Values, policies, procedures, regulatory topics, benefits, and customer service. Department-specific orientation as well as position specific process will vary based on the role.

Pathways to Leadership This program is designed for front-line staff with a high potential for taking on a leadership role. This one-year program focuses on the core knowledge and behaviors necessary to be a successful leader. School at Work (SAW) The SAW Program is targeted at entry-level employees and helps them excel at their current positions, prepares them for better paying jobs, and possibly entrance into college.

STRIDES Leadership Development Program The STRIDES program is designed for staff who have great potential to become a leader and leaders who have great potential to progress in their careers. Participants range from the staff level through Corporate Director. Participants are identified through the information in their SuccessFactors profile, which shows their level of engagement within and outside of their role (involvement in Teams, Committees, ERGs, Community Service, Education, etc.) This is a three year program where participants work on a Professional Growth Plan (ProGROW) with their Career Sponsor, who is someone who knows them well and can assist them with working on their professional growth goals. This program

feeds the other Talent Management programs (SAW, ECHO, Pathways, Foundations, Serving Leader, GROWS). It is not a cohort-based program but participants may be placed into a cohort depending on what they have previously gone through and their level of experience.

Performance Management & Goal Setting Performance Management is an important way to help staff grow and succeed in their roles. It involves many components such as setting and communicating clearly defined performance expectations, providing training/ resources to meet those expectations, coaching, providing feedback where there are gaps in performance expectations, and holding individuals accountable to those expectations. The Strategy Map helps with showing how individual staff goals align with department goals and organizational Big Dots.

SuccessFactors is an online resource that is used to document and evaluate individual performance and serve as a guide for ongoing discussions between the leader and their employee.

Leader Expectation(s): Leaders are expected to know what the different programs are and encourage their staff to participate.

Location on Starfish: Coaching Employees, Share the Success, Goal Setting

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