Spotlight: IU School of Medicine – Cardiology
After the IU School of Medicine Cardiology team reviewed survey results for question five (Q05)—being cared about as a person—they deployed leadership tools and training to help leaders make stronger, more frequent connections with staff. Learn how building leadership skills can also build engagement below.
My Voice at IU Engagement Question:
My supervisor, or someone at work, seems to care about me as a person.
Our team chose to focus on the day-to-day rhythm of the employee’s work-life and the leader’s role in it. We want our leaders to have their finger on the pulse of what’s working, what’s not, and why.” ”
- Yolonda Burbrink – HR Business Partner, IU School of Medicine - Cardiology
Background
The Cardiology team at the IU School of Medicine understands that supervisors and managers (leaders) have a large impact on how employees feel about their workplace, so they focused on question five (Q05) and considered the role of leaders in their unit. They explored where their leaders had the greatest positive impact on staff and how they could best support leaders’ efforts to expand that impact.
Discussions revealed that day-to-day operational leadership such as time off approval and employee relations was very important to staff, as well as more complex development discussions. “When leaders are directly responsible for time and performance management—just two examples—those leaders tend to be more in sync with employees,” said Yolonda Burbrink, Human Resources Business Partner for Cardiology at the IU School of Medicine.
Actions
With the help of HR, the team provided their leaders with a training program of essential leadership tasks and skills: Basic Essential of Supervision Training (BEST). The training focuses on how to accomplish day-to-day tasks for their unit, how to support employee growth, and how to build and support the unit’s culture while they do it. To enhance engagement, leaders can learn how leadership tasks are an opportunity to create more positive interactions with staff and build stronger relationships. Training provided by HR and other School of Medicine experts included:
- One-on-one coaching (1:1)
- Basic leadership skills
- Attendance and time off
- Coaching and feedback
- Conflict resolution
- Employee engagement
- Myers-Briggs Type Indicator (MBTI) and leadership
- Progressive discipline
- Recruitment
- Resiliency
- Unconscious bias
Impact
An intended byproduct of the behind-the-scenes training to improve day-to-day leadership is more frequent positive connections with staff and enhanced staff engagement. “This angle allows leaders to be in sync with the employee’s work life,” said Burbrink. “If engagement starts to slip, supervisors can react immediately; employees can sense that their leader knows—and cares.”
When I come to work each day in Cardiology, there is no question in my mind that my supervisors care about me as a person. There is a mutually understood environment of respect and courtesy—the impact is incalculable. I can go to my supervisors with concerns about work, knowing that they will be intelligently and thoughtfully considered. I know I can be candid with them because of the environment of respect and professionalism.”
- Michele Schlegelmilch, Sr. Administrative Secretary
Having intentional conversations with division leadership and HR with more frequent trainings and development opportunities has made our supervisors more engaged. As a result, we work closer as a management team now than we ever have before. This translates to more consistent management practices and a sense of equity among the staff.”
- Rebecca Veselka, Division Administrator
We treasure the relationship between employees and their supervisors. The recent efforts on “My supervisors care about me” is a great approach to increase employee engagement. Our faculty and staff supervisor’s support and assistance goes a long way toward building staff employee trust and increasing engagement. Fostering supervisor development in the areas of employee relations, performance management, and goal setting has increased engagement.”
- Peng-Sheng Chen, MD; Director, Krannert Institute of Cardiology; Chief, Division of Cardiology, Department of Medicine
