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away from traditional office work to a virtual world. This fundamental shift has had many
perceived benefi ts, such as higher staff satisfaction, opportunities for expanded recruitment candidate pools from any- where across the globe, and fl exibility for much of our workforce to work anywhere. But it wasn’t without mixed reviews. The organization had fully embraced this hybrid work model, and the challenge for leadership now was to adapt to the new way we did our work. Not all Supply Chain roles can transi- tion to a remote or hybrid environment,
lacking the personalization people were used to having. We also struggled with implied, or perceived, infl ection within these communications. As a leader- ship team, we tackled this head-on and encouraged everyone to “assume best intentions”. We also encouraged a three- strike approach—if it requires more than three back-and-forth exchanges to gain clarity, staff were encouraged to pick up the phone and connect personally. As if these changes were not enough to
manage, these changes amplifi ed prior challenges within the Supply Chain team of creating connectivity and alignment
our onboarding training materials, which required a refresh in this new world. I’m again inspired by Gen. Stanley McChrystal with the quote, “Purpose affi rms trust, trust affi rms purpose, and together they forge individuals into a working team.”
I believe our Supply Chain profession- als are highly driven by their purpose in supporting our patients and communities. But I’d offer that having defi ned PROCESS helps to create the TRUST needed in a highly complex work environment. It sounds simple to say, “let’s change from this product to that,” but the number of
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which created dynamics I have affection- ally referred to this as “the haves and have-nots.” As leaders, we had to remind everyone in the supply chain team of why we are here—to support the patients and community we are so privileged to serve. Like many other organizations, we experienced impact during “The Great Resignation.”
During this time, we had team members explore other remote work, requiring us to recruit for vacant positions. This opportu- nity allowed us to pull from a national tal- ent pool. We had great success in recruiting very talented staff who have added great value to the broader team dynamics. As we began allowing for remote work beyond our zip codes, we also faced challenges. For those who worked locally, a quick in- person chat was a car ride away. But for those who were a plane ride away, things like coaching and mentoring, training, and team building had to be handled differently than ever before. Team dynamics were disrupted and getting to know someone proved diffi cult during a scheduled 50-minute Microsoft Teams call. What was once a water-cooler chat, or a hallway consult, now became a text message or email communication
amongst staff who work in the hospital and those who are working in the cor- porate office. Intentional communica- tion, inclusion, and networking when a team member is not geographically close becomes a critical component of fostering a positive team environment. Additionally, thoughtfulness in ensur- ing an employee feels connected to the organizational and department mission becomes increasingly important for staff who may be states away.
Redefi ning traditional vs. virtual We recognized it was important to help reduce potential friction by better defi n- ing our roles and processes. It sounds simple, but it was amazing to refl ect on how many processes happened because of tribal knowledge sharing. Each leadership team identifi ed key workfl ows—either individual or cross-functional—and began compiling Standard Operating Procedures. One way to do this is with a RACI Matrix, which outlines process steps and roles with the identifi cation of roles for those Responsible, Accountable, Consulted, and Informed. We were able to quickly create accountability in our process steps in a new way, as well as have
process steps required to do so, and the entire nature of our business, where every element must be perfectly executed to suc- ceed, can be daunting at times. While healthcare supply chain is often compared to manufacturing when dis- cussing process work, there is an undeni- able difference in our mission. We have the privilege and responsibility of ensur- ing our talented caregivers and colleagues have what they need when supporting members of our community on what is likely some of the most impactful days of their lives. As healthcare supply chain leaders, reminding our teams of this mis- sion and connection to service is more than simply outlining the high-level pro- cess fl ow and how to use the ERP system. The work of fostering a high-performing and cohesive enterprise Supply Chain is a never-ending task of leaders. The infl u- ence of a hybrid work environment on this effort is an increasing consideration. As we focus on preparing our teams for the increasing demands and complexi- ties of the future Supply Chain, creating cross-pillar experiences with a team-based approach to defi ning success can help a healthcare enterprise achieve its mission and vision.HPN
Source Guide 2024 HEALTHCARE PURCHASING NEWS •
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