The Hillside Difference

What is it and why is it important? The difference is how we try to make each team member's employment more meaningful than what might be experienced elsewhere. Why? It's important for a lot of reasons but first and foremost, we are committed to delivering great care with great service...we feel this can only be achieved with happy employees. Second, an organization's investment in its team members is great both financially, emotionally and skill wise. It costs money to hire and train team members. Our workplace is a culture that is built on the collective experiences of everyone...we grieve the loss of an employee because we always wonder if we can find another person with the same sense of family and service.

Hire for Attitude, Train for Skill

We're a small hospital with a limited labor pool so where do we get off requiring two interviews for all our new hires? It's a simple philosophy but we believe it sets the tone for our new hires...we're not desperate for bodies, just attitudes. Your second interview takes place with your co-workers. We believe that's important because one, we value their opinion. Two, in our haste to fill a position, we want to be sure the new hire "fits" with the team. On more than one occasion, the interview team has disagreed with the manager either to hire or not hire the candidate. Our culture is something we guard closely!

No Jerks Please

When I came here in 1996, I made it clear to my managers on my first day: "I will not tolerate bullying, indifferent, or capricious behavior from my management team." Most adapted and others disagreed and left. The point is, I don't want to work for a jerk and I don't expect you to either...remember, happy employees=happy customers!

Standards of Performance

The same rule of "No Jerks" applies universally. In 1999, a team of employees (not managers) drafted a code of behavior known as the Standards of Performance. Essentially, the Standards are a code for living. They include everything from wearing name tags, taking customers (not pointing) to their destinations, reserving the best parking for our customers, picking up trash when you see it, and respecting confidentiality. The document is huge but it's basically a mandate for good, clean living...most people would not have it any other way. Above all, respect the dignity and worth of everyone. We're all human and we sometimes fail so we know "moments" of emotions can happen...we just expect a sincere apology later... This is NO BIG DEAL for people with morals. Inevitably, you may one day find a member of management not practicing what we preach and I'd like to think that we too can make mistakes. One thing I like for everyone to practice though is to quit trying to discover the bad but to actually "catch people doing something right." That's a two way street for both management AND employees.

An Empowered Atmosphere

You hear management throw the word empowered around all the time. The trouble is, there's seldom any meat on those bones. At Hillside Hospital, we have a program called Service Recovery. Essentially, we keep a stash of cash ($500) with one of our employees. If you EVER encounter a situation where we have fallen short of the customers expectations, you are empowered to use this fund to make it right. For example, let's say you're a nurse who admits a patient at 5:30 p.m. Because this is a new patient, his meal is overlooked and so at 7:00, you have a hungry, grumpy patient on your hands. The dietary department has already left. NO PROBLEM. You discover this man has an affinity for pepperoni pizza so you go to the Service Recovery fund and request a withdrawal. You fill out 3 blanks on the page that asks why you need the money, requests your signature and the signature of ANY supervisor. You get the money on the spot, order the pizza and now have a fan for a patient. We use Service Recovery for other things like buying a cab fare home for an erroneously scheduled test, or buying a figurine for a long wait. Studies show that customers who have an issue in a place of business, and that issue is resolved on the spot, those customers report higher satisfaction than those customers who experience no difficulty. Service Recovery puts the power of resolution in the hands of every team member.

Involving Everyone

An opportunity for involvement is our Employee Activity Committee. This is a group of employees who plan parties and events. They also find social causes in the community for the hospital to champion. All of these activities named above are open to anyone who wants to participate.

Recognition

Succeeding with Teamwork, Attitude & Respect, that’s the whole premise behind the new recognition program at Hillside Hospital. “Shining STARS” replaced the All Star, WOW, and Bright Ideas programs from the past. Components of each of these programs were incorporated along with some new ideas to establish the Shining Star program. Nomination cards have been placed in the holders above all of the drop boxes. Attached to the cards are removable star stickers for nominees to wear during the day for immediate recognition. Also on the cards is a place for the reason of the nomination. This new program will require a little more effort on the part of the nominator as he/she will be required to describe what the recipient did to deserve recognition. Any cards without reasons will not be posted or considered for the next level of recognition.

Finally, we award one employee the Hugh Hoskins Community Service Award each year. Essentially, this award goes to the team member who exemplifies the greatest spirit of volunteerism. Past recipients include Kathy Norman, Teresa Nelson, Lois Calvert, Bruce Krause, Jammey Smith and Kelly Webb.

The only way recognition programs work is when people take the time to nominate or recognize someone. Half the fun is the feeling you get making someone's day. At Hillside Hospital, you get the opportunity every day to not only make a difference to your patients but to your team as well.

Communication is the Key

Another unique aspect to Hillside Hospital is our freedom with information. Each department has a Communication Board. Announcements, new policies, benefit explanations and recognition are among the many things we share with everyone. Even more rare is the fact we share our financial's with everyone. Win, lose or draw, our team members know month to month how their hospital is doing.

Other Unique Aspects of Hillside Hospital

Our management team has implemented a no-sick incentive. After 6 months of work without absence, a team member receives a gift. After 12 months, the team member receives a day off with pay and a gift.

Hillside Hospital also has a Community Suite. Basically a patient room with lots of extras including decor and space. The Community Suite costs $30/day over the private room charge, with 100% of the extra charge going to local charities. However, if an employee is sick, the employee is given priority(unless the room is occupied) and hospitalized in the suite. Of course, the $30/day fee is waived.

Here's another curiosity. Each year, the employees of Hillside Hospital donate THOUSANDS of vacation HOURS to fellow employees who have fallen ill. One of the reasons driving this is our average tenure, which is 13 years. Essentially we not only have a lot of folks with large banks of vacation and sick time, we have employees who willingly donate those hours to their employee family. When's the last time you saw an organization that allowed employees to do this.

We care a great deal about what our patients, doctors, employees, and community think about Hillside. We survey our inpatients and outpatients and ER patients monthly and employees and doctors twice yearly. We also phone 300 of our community residents two times yearly to poll them about how our hospital is doing.

Conclusion

Hillside Hospital is an organization concerned about making a difference both for our patients and employees. We're not perfect and we have many milestones yet to achieve but we believe we can make a difference. It is evident in our improving reputation in the community, our growing volume and the financial results of our success. In 2000, Hillside Hospital funded a $2.5 million dollar ER remodel and the following year we completed a $2 million dollar surgery expansion and renovation. Three years ago, we purchased a fixed based MRI. Last year we updated and renovated our ICU and Radiology Department. We just added a PACS system and new 16 slice CT Scanner. If you're looking for a place where YOU can make a difference and be appreciated; If you believe in the concept of family and team; If you have a sincere commitment to customer service, then we'd love to have you join us...for LIFE.