COXAN PULSSI Tuula Rantala Hoitotyön johtaja 22.10.2014 Ylpeys omasta työstä ja yhteishenki ovat tekemisen lähtökohtia.
COXAN PULSSI Mittaa sekä kovia että pehmeitä arvoja ja niiden yhteisvaikutusta Liikennevalokäytäntö; mikäli punainen tai keltainen edellyttää kommenttia Jokainen osasto luonut kirjaamiseen oman käytännön ja motivoivat kovat mittarit Pulssi kirjataan päivittäin työvuoron päättyessä Kertoo subjektiivisen kokemuksen päivästä sekä arvojen toteutumisen Jokaisella mahdollisuus palautteen antamiseen Esimiehelle dataa johtamisen tueksi Työntekijällä mahdollisuus nollata päivä ja analysoida omaa työtään Kertoo päivittäisen tilanteen ja pidempiaikaiset trendit Voidaan yhdessä ottaa kantaa parannettaviin asioihin osastokokouksissa viikoittain ja kuukausittain Mittarina kaikkiin TYHY-osa-alueisiin Edellyttää avoimuutta, turvallisuutta ja kunnioittamista työyhteisössä 2 Tuula Rantala
Case Study: Coxa Hospital for Joint Replacement 3 Taking the Pulse Proactively Gathering Real-Time Feedback from the Frontline Pulssi Nurse Assessment Tool at Coxa Hospital for Joint Replacement 1 z 2 3 Real-time assessment allows for ongoing evaluation and continuous development 6 Reflect Record Evaluate Frontline nurse takes a few minutes at the end of shift to reflect on day z 5 Frontline nurse records evaluation as green, yellow or red 4 Unit manager follows Pulssi results daily, weekly to follow trends among nursing staff Discuss, Plan DON 1 works with unit managers to discuss results, develop plans for improvement Review DON 1 reviews results, identifying parallel trends between hard/soft measurements Generate Report Unit-level report generated every month for DON 1 1) Director of Nursing. 2014 The Advisory Board Company advisory.com Source: Coxa Hospital for Joint Replacement, Tampere, Finland; Advisory Board interviews and analysis.
4 Working Together to Find a Solution Representative Process for Addressing Workload Problem Reported Through Pulssi Facilitate Open Communication With Staff Manager, DON 1 shared results and facilitated open discussion with unit staff. Identify Underlying Problem, Potential Solutions Together, they identified the problem stemmed from low staffing numbers on morning, evening shifts. Make Changes, Continue to Monitor Staff Evaluations Staffing adjustments made on those shifts. Continued evaluation revealed changes helped alleviate workload problems on unit. 1) Director of Nursing. 2014 The Advisory Board Company advisory.com 29509A Source: Coxa Hospital for Joint Replacement, Tampere, Finland; Advisory Board interviews and analysis.
5 Taking the Pulse (cont.) Case in Brief: Coxa Hospital for Joint Replacement 62-bed hospital located in Tampere, Finland; consists of six operating theatres, two inpatient wards, and an outpatient clinic Pulssi created to begin assessing the soft elements of care and compare to traditional hard indicators; Pulssi provides a new measurement perspective by combining hard indicators with evaluation of values and subjective experience Measuring began in October 2009, nursing staff dedicate a few moments at the end of their shift to evaluate and record how they felt their day went Responses indicated with colours: green, yellow and red. Yellow and red responses require a short comment on what has changed the colour from green to discover the underlying reason Unit managers and Director of Nursing follow Pulssi results on daily, weekly, and monthly basis to ensure ongoing support and continuous development 2014 The Advisory Board Company advisory.com Source: Coxa Hospital for Joint Replacement, Tampere, Finland; Advisory Board interviews and analysis.
6 Developing a Culture Committed to Staff Well-Being PAST One-sided measurement of nursing practice focused on hard indicators Time delays in reporting created data not reflective of daily changes Culture of withholding inner thoughts on daily practice Negative experiences and feelings carried on to next day s work PRESENT Comprehensive measurement of nursing practice focused on subjective experience as well as hard indicators Real-time data allows managers and executive leaders to act on problem areas as they occur Culture of openness and comfort with sharing subjective experience Negative experiences end with close of shift, staff start with a new slate the following day Focusing on Soft Values Demonstrates Commitment to Staff Well-Being Measuring soft experiences next to the hard activity figures and comparing the two brings our shared values to the level of everyday life and shows the employees that management is committed to them and values the employees. Coxa Hospital for Joint Replacement 2014 The Advisory Board Company advisory.com Source: Coxa Hospital for Joint Replacement, Tampere, Finland; Advisory Board interviews and analysis.