Propel provides innovative insurance solutions to thousands of companies across the country. We make it our business to know your world inside and out.
Insights, Risk Management, Senior Care
Culture – The Intangible Driver of Success
The personality of any company is its culture, although nonphysical, it can influence resident market share, employees you attract and retain, and the incident frequency and severity of both.
It is the element which binds all levels of caregiving, management, and direct caregivers into one cohesive team. Unlike the mission statement, culture encompasses written and unwritten expectations and influences the day-to-day decisions and behavioral norms.
The influence culture has on behavior and decisions is why the words “culture of safety” and “culture change” are often used when referring to the prevention steps of most risk management programs. Culture is defined as recognizable values, beliefs, and more importantly, attitudes of both management and direct staff.
Perceptions are often hard to discern but the main component of any risk control program’s success is attitude, and this is measurable.
Safe practices are generated from a safe approach attitude and has a contagious ripple effect. This mindset empowers employees to have a new understanding and responsibility to the duties of the position. This acceptance of responsibility and ownership of outcome is the motivation of safe practice, decisions, and choice of words spoken or documented.
Attitude of position responsibilities begins with hiring realistically for the position and sharing the requirements of the position, not only what tasks or skills will be assigned, but expectations of teamwork and customer service interactions. This is where a strong positive workplace culture binds all those who oversee or deliver care and services.
At the point of contact attitude can be a game changer for both resident and employee incidents by making a difference in the notification requirements and acceptance of an incident as unavoidable, or a natural risk of life, or controlling the elongation of a workers’ compensation claim.
Culture change requires behavior change, behavior change requires engagement, engagement requires all levels of care providers to want to get involved, the desire to get involved requires the introduction of how does this all apply personally.
The behavior suggested, requested, or expected should be projected; attitudes cannot be mandated, personal purpose drives behavior.
The personality of any company should be recognizable from management to direct caregivers and the mission statement should be understood and drive decisions for all.
Culture Matters
Knowing where you are now will determine actions needed to change direction or strengthen purposeful interactive behavior.
The best way to get a pulse on your company’s culture is find out two significant things − “why they are leaving” and “why they are staying”.
Checkpoints
- Can the mission statement foster personal commitment, be recognized and drive day today interactions?
- Is the goal for attitude, culture, and position purpose introduced during the hiring process and orientation?
- Are direct line staff involved in quality improvement and safety committees?
- Does management set the example of attitude and interactions?
- Can the policies in place be remembered and relied by all staff?
- Are concerns solicited, acknowledged, reviewed, and feedback offered?
- Are innovative ideas welcomed, and differences of opinions respected?
- Are exit and stay interviews conducted routinely?
We have selected resources to assist in taking the pulse of the company culture. For access to these resources, contact Tra Beicher at tra.beicher@propelinsurance.com.
