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Biomedical subjects

Roberta M Edge

Publications and source records attributed to Roberta M Edge.

3 recordsLinked to original sources

The gift of employee dissatisfaction.

Through an employee survey administered at Kaweah Delta Health Care District (KDHCD) in Visalia, Calif., several sources of dissatisfaction were noted, including communication, equipment, staffing and rapid growth. Perceiving no real movement toward resolving these issues, employees vented their frustrations to administration. As director of imaging services, I enlisted the help of two inside consultants, KDHCD's director of education and the director of the Employee Assistance Program (EAP). We initiated a process that is ongoing, to move the department toward working together as a team to solve problems within their control. We three directors decided to work with a leadership group to: assess the history of the department clarify the current reality create a vision of the future learn the Covey Habit 4, "Think Win-Win" capture agreements that lead staff and managers to work in self-motivated, self-directed work teams have the director of education present the work to the staff at large, and encourage the leadership team to continue to learn tools that would help the group to improve. The two inside consultants held a series of training meetings with the leadership group of 15, which included a staff member from each modality, site and support service. Participation was optional, and all who were asked agreed to participate. The meetings were held weekly for four weeks for two hours before regular work hours. At the conclusion of the training, the group agreed to continue to meet weekly. After the first four meetings, a summary of the training was presented at a meeting of the full imaging staff plus the vice president of professional services at KDHCD. Through this program, imaging services staff members at KDHCD have achieved an increased sense of cohesion in the group, learned that we have control over some things and not others, and are learning to hold each other accountable with kindness. We are giving each other the benefit of the doubt. We have not achieved perfection, however we have renewed hope for a brighter future.

Attitude of Health Personnel↗

That time of year: conducting employee evaluations without dread.

All processes benefit from improvement, and most employee evaluations are no exception. By knowing the purpose of evaluations, how to properly prepare for them, what pitfalls to avoid, good methods for conducting the review, and how to follow up with employees, this can be a true learning experience for the employees who receive them and the managers and supervisors who write and conduct them. The purpose of doing a performance appraisal each year is to measure the employee's performance against standards set by your organization and to give meaningful feedback to that employee. Preparing well for the evaluation is key to a successful outcome. While reviewing the employee's file, the reviewer should ask him/herself what the employee did well, what compliments can be given, what areas need to be improved, what activities have reflected well or poorly on their performance, if the employee successfully reached last year's goals (for a new employee, these will not be available), and what the reviewer would like to see the employee accomplish this year. Each employee needs to feel that the time spent discussing their annual review is focused on them. Make an appointment with each employee, forward your phone to voice mail, and set the tone that "we are in this together" by sitting next to the employee, not across a desk, which can be perceived as a power play ("I am more important than you because I am behind this desk"). At the end of the time, give the employee a copy of the evaluation so they have a guide and reminder for achieving the new goals and objectives. The goals determined for the employee should have measurable outcomes set against the organization's standards. Do not remove responsibility for this process from the employee. Listen to his or her thoughts, ideas and feelings. Provide support by writing the action plan together. The employee's success is in his or her hands, and each employee should have a system set up that allows for self-monitoring of progress.

Documentation↗

PACS sans RIS.

Sutter Gould Medical Foundation (SGMF) is a multi-specialty physician practice located in Modesto, CA, and is an affiliate of Sutter Health. In May 2003, SGMF embarked on the journey to install a picture archiving and communication system (PACS) in the main facility. Unique to the project was bringing the PACS live sans (from the French "without") a radiology information system (RIS) and having the PACS driven by an electronic medical record (EMR). Other challenges were present in terms of interfaces for the dictation system, delivering images to the providers on their desktop, and mimicking the referring providers workflow as much as possible in the digital environment to which they were accustomed in the "paper and film" environment.

California↗