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& DESIGN Home Page Architecture Brand Equity Auto Design Game Room SMALLBIZ Smart Answers Success Stories Today's Tip INVESTING Investing: Europe Annual Reports BW 50 S&P Picks & Pans Stock Screeners Free S&P Stock Report SCOREBOARDS Hot Growth 100 Mutual Funds Info Tech 100 S&P 500 B-SCHOOLS Undergrad Programs MBA Blogs MBA Profiles MBA Rankings Who's Hiring Grads | | DECEMBER 7, 2001 MANAGEMENT By Jill Wine-Banks Communication Can Cure Workplace Ills How a Florida hospital rose to the challenge of a patient suffering from anthrax exposure holds a lesson for businesses large and small
Welcome to the nightmare that descended in October, 2001, on Phillip D. Robinson, CEO of JFK Medical Center near Palm Beach, Fla. "We never envisioned we'd be at ground zero of the anthrax scare," Robinson says. If ever there was a test of workplace culture, it began when English-born Bob Stevens, photo editor at a supermarket tabloid based in nearby Boca Raton, was diagnosed as the first in a rash of anthrax cases that inspired a nationwide anxiety, coming as they did so soon after the terrorist massacres of September 11. But at the medical center, there was no trace of panic. No one called in sick. In fact, many staffers volunteered to work overtime. "I consider this a big victory for our workplace practices," says Robinson, CEO of the medical center. The reason, he says, is the policy he instituted six years ago of remaking the facility's culture upon a foundation of open communications, trust, and respect -- things he regards as core values in any great workplace, regardless of size. While Robinson's 387-bed facility and its 2,100 employees don't match the typical small business profile, there are lessons to be drawn from his approach that can be applied to just about any outfit, large or small. THE ART OF LISTENING. Start by speaking openly and regularly with your employees and encouraging their feedback. An hour after the Centers for Disease Control confirmed Stevens' anthrax, Robinson briefed all department heads and managers, answering their questions and relieving anxieties. Crisis or not, it is his standard approach -- one that begins when he talks with new employees during their orientation about the obligation to respect patients and co-workers, as well as the hosital's obligations to the larger community it serves. Every quarter, hospital workers gather for a series of town hall meetings -- four a day over five days to accommodate the hospital's 24-hour schedule. At those meetings, every employee gets a blank "Dear Phil" form soliciting feedback. What Robinson reads in the responses can range from concerns about clunky fax machines to suggestions that JFK offer medical classes in Spanish. The latter request was granted. Even the rejected ideas draw a response, however, which tells everyone -- from surgeons to cleaners -- that their concerns are heard. Finding out what your employees care about -- and responding to their concerns -- goes a long way toward making a great workplace. "Think about the kinds of things you wouldn't be able to do," says Robinson, citing the typical 12-hour shifts at the hospital. For some workers, just finding the time to visit the bank, post office, or dry cleaner might present a logistical nightmare. Robinson's solution: He brought those services into the hospital. FOR THE CHILDREN. Another benefit that Robinson regards as essential is subsidized onsite child care for employees, the majority of whom are women. The hospital even boasts a hospital bus that picks up employees' kids after school and brings them to a campus facility, where they can remain until their parents are off duty. Walking around, getting to know his employee's names, even encouraging employees to write clever notes to "bid" on concert tickets he gives out -- all help build an esprit de corps crucial to any successful workplace. Robinson, like many of the best workplace leaders, goes further, urging participation outside the hospital. Depending on hours served, JFK will provide up to $300 every six months to employees who volunteer at schools, scout troops, or other not-for-profit organizations. It's a win/win for employees, the community, and the hospital. Two questions often arise when executives seek to build a better workplace: Can I afford it, and what's the payback? The answer to the first question is easy -- talking openly to employees and heeding their concerns costs nothing. As for cost, well it's true that not every business, especially small ones, can afford onsite daycare. "But why not get 10 small employers with the same cultural view to band together to open a center?" suggests Robinson. To encourage community service, think about setting aside even a small amount of time for workers to volunteer, or donate a modest amount to your employees' favorite community group. RECRUITING BONUS. The results can be well worthwhile. Robinson can point, for example, to rising levels of customer and employee satisfaction, which have been charted in a series of polls conducted by Gallup. Staff turnover also is lower than in most health-care facilities, Robinson says, with more than 12% of all new hires being former JFK employees. More than one-third of all hires come from employee referrals, which not only proves employees regard JFK as a good place to work but also reduces recruiting expenses. Enough of numbers. Listen instead to Ann R. Boyd, a registered nurse who has seen JFK almost triple in size over the 20 years she has worked there. "This is a wonderful place," Boyd enthuses, "the friendliness remains. They realize we have families and lives, and have gone out of their way to help us." While the medical center's revenues and market share are growing, that kind of feedback demonstrates the real dividends of creating a great workplace.  Jill Wine-Banks is CEO of Winning Workplaces, a not-for-profit organization dedicated to providing small and mid-sized organizations information and advice on proven, practical, and affordable people practices to enable them to build better workplaces. Before joining Winning Workplaces, Jill was a senior executive at Motorola and Maytag. You can contact Jill at, jwinebanks@winningworkplaces.org Edited by Roger Franklin Get BusinessWeek directly on your desktop with our RSS feeds.  Add BusinessWeek news to your Web site with our headline feed. Click to buy an e-print or reprint of a BusinessWeek or BusinessWeek Online story or video. To subscribe online to BusinessWeek magazine, please click here. Learn more, go to the BusinessWeekOnline home page  | | DECEMBER |
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