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PubMed2003

Listening begins at home.

Procter & Gamble has long been regarded as a major power of the marketing world and a prime training ground for marketers. But in the summer of 2000, with half of P&G's top 15 brands losing market share and employee morale in ruins, company executives realized that the marketing organization was in trouble. Training programs had been dramatically downsized and in some cases eliminated, employees were being fast-tracked up the career ladder without sufficient time to develop and hone their skills, mentoring had all but disappeared, and the marketing career path had lost its prestige. In an attempt to rebuild P&G's marketing strength, James Stengel, the heir apparent to the chief marketing officer position, began working with University of Cincinnati professors Chris Allen and Andrea Dixon on a new training program to fix the weaknesses in the marketing organization. But when the two professors began interviewing P&G senior executives, they discovered that the plans in motion for mapping out the marketing group's recovery were based not on data but on the intuition of a few individuals at corporate headquarters. So began the most comprehensive internal research endeavor in P&G marketing's history. Using the company's existing process for consumer research, Allen and Dixon shadowed employees, conducted one-on-one interviews, held focus-group sessions, and surveyed 3,500 members of the marketing staff to learn what the company was doing right--and wrong--and what mattered most to its people. The results led to the most sweeping redesign of P&G's marketing organization in 60 years. In this article, the authors explore the value of listening to employees--and truly hearing them. One of their conclusions: A structured research process can show you what's really on employees' minds.

Career Mobility↗
PubMed2004

Education. Class act.

Having a course accredited by a university can add to quality and credibility. A project manager with both university and clinical experience will prove useful. Choosing the right project team and academic partner is vital.

Accreditation↗
PubMed1992

Pharmaceutical services in U.S. hospitals in 1989.

The results of a spring 1989 national survey of hospital-based pharmacy services are reported. The study group (n = 2112) comprised half of U.S. acute-care general surgical or medical hospitals with 50 or more licensed beds. Pharmacy directors were asked about their hospital's provision of 14 clinical pharmacy services. The survey had a response rate of 56% (1174 usable responses). Provision levels varied significantly with the pharmacy drug delivery system for 14 services, pharmacy director's education for 12 services, hospital teaching affiliation for 12 services, hospital ownership for 9 services, hospital size for 9 services, and geographic region for 5 services. The following percentages of respondents offered specific services: drug-use evaluation, 90%; inservice education, 66%; adverse drug reaction (ADR) management, 46%; drug therapy monitoring, 41%; pharmacokinetic consultations, 40%; parenteral-enteral nutrition team participation, 28%; patient medication counseling, 26%; drug therapy protocol management, 25%; cardiopulmonary resuscitation (CPR) team participation, 25%; clinical research, 22%; drug information, 16%; participation in medical rounds, 13%; poison information, 9%; and medication histories, 2%. Pharmacist staffing requirements for clinical services usually centralized within the department were highest for drug information and poison information. Within hospitals offering the services, four of nine patient-specific services were potentially available to more than half the patients: ADR management, CPR team participation, drug therapy monitoring, and nutrition team participation. Drug therapy protocol management required the most pharmacist staff time. Only one service, pharmacokinetic consultations, was justified by more than half of the providers of that service. Respondents expected all the services to undergo net growth during 1989-90. The 1989 National Clinical Pharmacy Services Survey showed that provision of clinical pharmacy services varied with the pharmacy drug delivery system, pharmacy director's education, hospital teaching affiliation, hospital ownership, hospital size, and geographic region.

Adverse Drug Reaction Reporting Systems↗
PubMed2005

Recruitment and retention strategies: a Magnet hospital prevention model.

The national health care system is facing another significant nursing shortage, particularly in the acute inpatient setting. Magnet organizations have enabled professional nurses to be autonomous and empowered, and to do for patients what they know should be done in a manner consistent with professional standards. This philosophy of nursing excellence is crucial for attracting and retaining clinical nurses, as well as vital for enhancing job satisfaction and longevity--a key strategy in surviving the nursing shortage.

Credentialing↗
PubMedDate not supplied

Turnover turnaround.

The Foundation for Long Term Care (FLTC) created a program called Growing Strong Roots to help long-term care providers retain certified nurse aides (CNAs) and to enhance the quality of care that new CNAs provide. To adapt elements of existing peer-mentoring programs from around the country, Growing Strong Roots revised them and added new components, including administrator training, supervisor training, "booster sessions," newsletters, and a multisite evaluation. The program focuses on helping new CNAs become part of a facility's culture. Growing Strong Roots was evaluated in 11 diverse nursing homes. Research shows that nursing homes using the system increased their new CNA retention rates by 25 percent. A control group showed an increase of only 10 percent. All nursing homes participating in the project improved their retention rates, some by as much as 41 percent. In March 2005, the American Society on Aging, in collaboration with the Brookdale Center on Aging of Hunter College, New York City, honored Growing Strong Roots with a Best Practices in Human Resources and Aging Award.

Humans↗