HealtH Matters 23
communication
a european award-winning programme gives a better chance of success to
launched by the Hr Department in 2005 organisational changes requiring strong
to promote dignity and respect in the staff support.
“one of the most
workplace helped create a receptive climate 4. Encourage patient-centred
important things about the
for further improvements in communications communications. these are
and staff engagement. Multidisciplinary communications that are respectful and
programme is the way it
workshops generated a greater sense responsive to patient needs, beliefs,
aligns with the hospital’s
of inclusiveness and engagement, not values and preferences, leading to good
alone increasing the focus on dignity and health outcomes. By fostering such
strategic objectives. if
respect, but also promoting new ways communications at Beaumont, it is
individuals do not see that
of communicating. expected that the hospital will provide
Our engagement and communications higher quality patient care and advance
what they are doing is tied
programme is designed to support the its reputation as a patient-centred
to what the organisation
goals of the Beaumont Hospital strategy institution.
2006–2010, to satisfy patient and staff 5. Establish conditions for
is trying to do then they
information needs and to help the hospital communications excellence.
cannot possibly see the
navigate times of accelerated external and at its core, our programme facilitates
internal change. the hospital strategy is a communication, nurturing linkages
value in their work”
comprehensive document that describes between department and roles,
how the hospital plans to build the most formulating and supporting relevant have been identified through a patient
efficient and effective organisational policies and guidelines and helping engagement workshop and research into
model, creating a high performance to optimise key engagement and best practices. People in Beaumont may
organisation delivering excellence in terms communications channels. be initially cautious about implementing
of patient service. new ideas (as indeed all hospitals may be).
each of these objectives is supported by But they are also very quick to embrace
Defining Objectives a highly tangible set of strategic actions, things that can be shown to work. there
after analysing the internal and external with each action regularly measured is a genuine appetite for innovation and
drivers and identifying patient and staff for success and with overall progress our job, as facilitators of engagement
engagement and communications needs, reviewed by the CeO every four months. and communications, is to empower
the following five objectives were agreed: Indeed, the enthusiasm of Beaumont's people to engage and communicate
1. Promote effective dialogue between senior executive team, including the CeO, effectively themselves.
staff and management. Increase for the development of staff integration a number of the initiatives undertaken
opportunities to provide feedback on and communication processes has so far have resulted in perceptible changes
organisational and local area issues. been essential to progress. each tactic in attitudes. People throughout the
raise staff satisfaction levels and help undertaken to date has had an executive organisation began to appreciate that they
to build understanding, support and sponsor, which makes all the difference to were now being ‘in the loop’ in a way they
advocacy for Beaumont leadership and making them work. had not been before. In particular it has
transformational issues. increased their ability to hear information
2. Advance the hospital’s external PrOgress at first hand and in a timely manner and
reputation and position as a leader One excellent example of the engagement to provide feedback and to engage in
in healthcare. It is important we be process at work, which actually began meaningful dialogue. By meaningful, I
recognised for the considerable good before the formalisation of the approach, mean that their voices are heeded as well
work we do in a variety of fields and was the extensive consultation process as heard.
not just for the problems we have. It that preceded the introduction of clinical at first people began expressing their
is important for staff morale that the directorates in Beaumont. this was appreciation simply for being included.
community we serve, including patients, undertaken over a period of two years. this is now quite properly moving to the
has a balanced view of their work and looking to the future, it is recognised next phase, an expectation that regular
achievements. that, as patients are at the centre of engagement and communications
3. Build a strong identity to support the everything we do, we need to explore ways processes are simply part of the culture of
hospital’s transformation. a value- of developing a more cohesive approach to Beaumont Hospital. It is early days and a
based brand that reflects the current engaging patient and staff in the design and number of initiatives – for example our team
change in culture and new operational delivery of future services. this is an exciting Meetings policy – are still at the pilot stage,
priorities strengthens staff resilience, area of opportunity for the hospital and, but further shifts in organisational culture
deepens pride in their own work and while it is still early days, some key themes are already discernible.
health matters is 4.indd 23 27/11/2009 20:37:27
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