Best Places to Work - Albany Medical Center - The Business Review (Albany):

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We asked employees at these companies to discus how their organizations address everythinhg from turnover toconflict resolution. Theid answers show that creating a Best Place ToWork doesn’y happen by chance. On the economy ... When the economgy is bad, people are just happu to havea job. Is the focus on creating a hospitable workplace the firstt thing to go when timesare tough?? In the best and worst of economiv times, nonprofit health care organizations like Albany Med are continuallyy faced with the challenge of meetinbg ever-increasing patient demands in the face of risingb costs and declining reimbursements.
Through the good and the bad, we remainh committed to ensuring that Albany Med is a welcomin g and warm environment for all who walk through its Onturnover ... What programs/policies are in placd to keep turnover toa minimum? Communicatiobn is key to keeping employees engaged and committed. We have implemented severapl programs that keep the lines of communication open and help generate feedback so we can address employeed concernshead on.
For new employees, the dialogue begins with our “3-3-3” program, whereby managers meet one-on-oned with each new employee atthree days, three weekas and three months of employment to ensure they are adjustinb to their work and have access to all of the toolx and resources they need. Additionally, we surveyt all of our employees at90 days, 1 year, 3 yeard and 5 years to gauge thei satisfaction. Our CEO holds “town style meetings, frequent lunches with non-management staff, and ends everuy bi-monthly leadership meeting (with nearly 400 managers in with anopen Q&A session. On morale ...
How do you maintainn morale dayafter day, especiallg at times when business conditions might not be all that favorable? Employees should be formally and informally recognizedr for their contributions to the workplace. To that end, Albany Med has employee of the month and employewe of theyear programs, in which even patientxs can nominate people who go above and beyond theirr duties. Managers also are encouraged to be creative in how they acknowledgwe a job well done and have devisec their own departmental recognitionsand awards. More however, is the response we receive from patients. We make sure letterws and positive feedback from patien t care surveys are sharedwith all.
On corporate culturer ... Do you have a well-defined, codified corporate culture, and how do you defined it? It may sound counter-intuitiv in our life-and-death business, but in many ways our culturer is bolstered bythe lifesaving, ground-breaking and qualityh teamwork that is done at Albanyy Medical Center. When a team of nurses, scientists and other medical staff work togethe r to save the life of a caraccident victim, unlocmk the mysteries of cancer, help a futur e medical professional perfect a skill, ease the sufferin of an Alzheimer’s patient, or even to help a sick child pass the time in the hospital by playing a game of the rewards can be immense.
It is our shared sensee of purpose thatdefinez us. On conflict resolution ... How does your businesws resolve conflictsbetween employees? How has this change over the years? Our highest priority is the well beingt of our patients. Conflicts arise in any business setting—Albanty Med is no exception. we cannot allow conflicts to get in the way of the work at As such, collectively we tend to be direcyt in our communication with colleagues, respectful of our differencese and quick to resolve issues so that we may move