PMC devotes as much time and resources into developing our organizational culture as we are in adding new technology and services. It is that important to us. In doing so, we are creating a place where people aspire to be the best they can; a place where people bring their hearts to work and make meaningful connections with one another; and a place where compassion, excellence, safety, stewardship, loyalty and integrity are a way of life. We call this our Culture of Choice®
Every initiative PMC undertakes is inclusive and
provides all caregivers a voice in their development. In addition to values, our annual performance evaluations also
include professional and personal development goals, leadership skills
(courage, humility, honesty, critical thinking, among others), organizational
goals, as well as daily job responsibilities.
Our Culture of Choice®
The Individual x The Organization + Our Culture = Purposeful Work > Our VISION
Our Culture of Choice® journey began shortly after moving into the new medical center. This journey was not about “changing” our culture but about how can we make our culture healthier. Our Culture of Choice journey included four major crossroads: Desire, Leadership, Culture and Process Improvement.
Our desire to get healthy came when we moved into our new healing environment. We knew then that the building and architecture were not enough to sustain a true healing environment. A sense of urgency was created not by any financial crisis, but by the awareness that we wanted to create something very special here, something that could not be easily duplicated by our competitors. We needed to create a uniquely PMC experience for patients, families, visitors and caregivers to effectively compete in today’s consumer-driven and highly competitive marketplace. Our window of opportunity was small because others would soon follow with equally beautiful architecture and design, but, if done right, no one can copy our culture.
We developed a multi-tiered leadership assessment tool to identify the leaders who would be helping to move the medical center forward. Out of the original group of 40 department heads 22 now comprise the PMC leadership team. The assessment tool included self-assessments, 360-degree assessments, and personal styles assessments, giving more weight to those intrinsic characteristics such as integrity, honesty, courage, and humility than to technical skills that can be more easily taught and learned.
Inclusion is an integral part of our process. We created seven culture teams (on boarding, rounding, recruitment & retention, reward & recognition, curriculum, creative concepts, and Huddles/Healing Moments. We held culture team fairs and recruited 150 caregivers to participate on the seven teams. These teams were charged with developing and implementing systems and processes that support our mission: “Healing experiences for everyone all the time®.”
This is where our journey comes full circle. In order to be successful, we must look at our existing processes and using our values and vision as our guides identify better, more efficient ways of doing things.
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