Resource Library

6 Results Found

An Environmental Service's leader as a Lean leader needs to be patient, inquisitive, keenly interested in problem-solving, a good communicator, and a mentor who likes to see people succeed. This paper will propose a proven strategy for becoming a Lean department through the leader's eyes.
With a focus on customer service and improving the patient experience, it is essential to hire people who are a good fit to your hospital during recruiting, hiring, and onboarding processes. The purpose of this paper is to provide you with proven strategies in attracting, interviewing, hiring and retaining staff.
In his Fellow Paper, Michael Cataznaro analyzes the importance of a well-thought out comprehensive training program and the resources needed from all levels within a facility in order to be successful.
Joe Tye explains a number of important steps to eradicate toxic emotional negativity and promote a more positive and productive culture of ownership.
Workloading has a profound positive impact on everyone including the client, frontline staff, middle management, financial overseers, and organization as a whole. Of course, the opposite also is true. If environmental services workloading is not managed appropriately, the negative impact will affect everyone in your organization as well as your clients, and the outcome will be costly in terms of both dollars and reputation.
A well-trained staff is the cornerstone of any Environmental Services Department. Well-developed and polished Shift Leads are even more important to the department’s growth and success. For that reason, Wheaton Franciscan Healthcare in Milwaukee, Wis., created a  year-long Leadership Development Program for Shift Leads to sharpen their skills and help elevate the department’s level of service.