SMALL CLUES THAT TELL YOU SO MUCH ABOUT A HEALTHCARE ORGANISATION By Simon Harrison
Simon Harrison is a leading healthcare management consultant currently acting as Executive Chairman with the Executive Care Group, which runs 27 elderly care facilities across the UK.
Simon is often drafted in to healthcare organisations to guide them through challenging periods of change or to help them improve their core service offering.
Here he gives an insight into what makes an organisation tick and how he goes about driving up standards in elderly care through the implementation of strategic, operational and organisational change…
Whenever I start working with a new healthcare provider I’m always looking for those tell-tale signs, indicators that immediately reveal a great deal about the DNA of that organisation.
For me that’s immediately based around the principles of ABC – Attitude, Behaviour and Culture. I also use my senses to get that “gut feel” about a place using sight, hearing, smell, touch and taste.
Often I arrive early, sit in the waiting room and pick up the newspaper with a cup of coffee. Is it today’s paper, how is the coffee? What is the receptionist doing and saying and how is his/her appearance? I may use the bathroom if I have travelled, how clean and welcoming is that. All of that in a matter of minutes. I have my first impressions formed already.
The service provided by Catering and Housekeeping and Cleaning Departments is a vital part in cementing your reputation for quality of serviceand is so often overlooked as being part of “support services” but in the care environment it is so key. For instance the food service is often something that someone can look forward to during the day. I know my love of food and fine dining would make me a serious critic in a care setting!
After forming these first impressions I will start to look for greater detail and my mind will turn to the following.
Firstly human resources. What is the current state of management and training and development? How does recruitment and retention look? After all, staff are the main resource and the biggest cost.
What systems and processes are in place and how fit for purpose are the governance structures? Crucially, what strategy exists for the management of sales and marketing, business development, PR, NHS commissioner relations and engagement? How a provider is reaching out to the wider world and engaging with its stakeholders is absolutely vital to the success of the business.
I’ll also take a close look at performance management culture to ensure there are internal service review processes in place.
There must be good corporate governance with transparency, visibility and meaningful KPIs. And what is the perception of the regulator? We must be aiming for 100% CQC compliance with zero commissioner embargoes.
And last, but certainly not least, is the company financially viable today, and in the short, medium and long term?
One cannot underestimate the benefits of an external pair of eyes and ears with specialist knowledge to quickly identify problem areas.
I am of the view that one should be able to spot one’s own weaknesses through operational and internal compliance routes. The last thing I ever want is to hear about it first from a regulator otherwise that would be a failing.
My thoughts are always drawn to a quote from Thomas Jefferson, “whenever you do a thing, act as though the world were watching”.
Delivering a higher standard of care has to be the number one priority and that is the only way the business can survive. I am committed 100 per cent to making it a good organisation in which to work where pride and personal standards feature. A key message to staff is that everyone has a role to play in enhancing the reputation of the business. Everyone needs to carry a positive culture and change it where it is not observed. In return staff can expect support from management and colleagues so that people have a rewarding career in a positive environment.
For me, the CAP Awards are part of this process. The awards recognise your Catering and Housekeeping team’s own efforts and crucially provides the external benchmark to motivate them onto greater achievements. Let’s face it, everyone likes a pat on the back and when you present your staff with their CAP Award they’ll know that all of their hard work has been recognised.
Pulling all these elements together goes a long way to putting an organisation on the right track and ensuring the service is of the highest standard and worthy of the residents who call it home.
Simon J Harrison – Managing Director
Ideas Afresh Ltd