Change Management

The Issue: A large East Coast hospital system was looking for a process that would make a significant impact on employee engagement and give their hourly workforce a voice in hospital improvement.

The Task: The organization reached out to IRI to help develop and launch a structure to improve employee engagement.

The Effort: The organization followed the IRI process to create at the non-leadership level voluntary employee advisory groups with strong infrastructure support. They provided them with four four-hour hands-on classroom training based on content from IRI’s LEAD Academy supplemented by material that reflected the culture and operation of the system.

The Result: According to the client and employees, visible improvements have been realized that are attributable to the work of these groups. These improvements are attributed to a culture of increased employee engagement which has also improved employee-manager relations.

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