Question

summary please

Applying BoK, ISE to home healthcare By Laura Cauta and application of motivational theories in design and implementation. For this industry example, during the QFD process, each iteration of the house of quality was assessed by employee fo- cus groups impacted by the program, inchading caregivers and those managing and adopting it. Continuously engaging with employees through all phases of the QFD process allowed for a CRM de- signed specifically for Interim. Through the application of the Engineering Management Chap- ter of the ISE Body of Knowledge and by utilizing a customer-focused mindset, CRM theories QFD, motivational theories and a pull The Engineering Management Chapter 9 of the IISE Body of Knowledge dis cusses customer focus, human resource more than 300 US. locations, did just this with the help of two ISES at its branch in Columbus, Ohio. The nature of home care leads to low employee en gagement rates and few positive interac- tions between company and caregiver. A robust CRM rategy is an ideal way to reduce the effects of am isolated employ management and organizational man- agement with relevance to all depart- ments within an organization. It outlines how industrial and systems engineers apply engineering principles to business practices One application of this knowledge area captures how one company deploys customer relationship management (CRM) theories building en- ggement processes to relation ships with its employees (the em- ployee functions as the customer in a traditional CRM reading). By implementing an employee-focused CRM, Interim HealthCare was ment environmeTE The ISES designed and deployed an effective CRM model for caregivers. A The ISE has to invoke passion within the organization to drive change deployment, Interim HealthCare saved $1.3 million annualized ben- efit. This result comes from increased engagement, a direct result from effec tive CRM and other ISE methodologies, leading to more loyalty from employees and a significant decrease in last minute call-offs and turnover able to increase engagement and loyalky with employees, resulting in a redaction of call-offs and tumover hyper-focus on the employees needs, accurate translation to requirements and development of a pull rather than a push deployment created a behuvior-chang- ing rewards system. This system, now 2 years old, is known as AVA (Apprecia tion of Valuable Associates) Rewards and is responsible for a 5% in decrease in last minute employee call-off For a deployment to be a pull rather than a push system, the ISE has to invoke passion within the organization to drive change. When the organization wants the change and results, everyone is inter- ested in making it successful. The ISEs Quality function deployment (QFD), also known as House of Quality, was used to design Interim's employee-cen tric CRM. To do this, industrial and systems engineers investigate, analyze and clarify the business' and employees needs, then convert those needs into Laua Czuha, a lean Six Signa lak belt PMP, has worked in the home heathcar in dustry for dhe last 10 yeas. She is a soior manager of Business Applications at Salo So ons, an IT Consuling Fim with lome helthcare and hospice companies design requirements. Motivational theo- ries, job analysis, incentive systems and corporate culture are paramount in de- signing the QFD. An ISE's role within the organization embodies the change agent to take the need from recognition to desire to deployment of any organi zational performance improvement plan Interim HeakhCare, a national home Share your stories perspective on integrating the people, proces and technology while involving key stakeholders generates excitement and a ripple effiect. This takes time, ef fort, strong interpensonal relationships To submit a Member Forum column or other tem for ISE email the text to Keith Albertson at [email protected] To learn more, visit our wier guidelines at linkise.org/writerguidelines health care and hospice franchise with MEMBER FORUM

Answer 1

Insights from The Engineering Management Chapter 9 of the IISE Body of Knowledge:

How an organization can be benefitted by deploying employee-centric CRM theories & building engagement processes which will result in strong relationships with the employees, Higher engagement & loyalty and hence reduction of call-offs and turnover.

Use of QFD / House of Quality to design interim employee-centric CRM:

1. Business & Employee needs are identified
2. Needs are converted into design requirements
3. Important factors: Motivational theories, Job analysis, Incentive system & corporate culture

The nature of healthcare leads to low employee engagement and very few positive incentives. A robust CRM strategy is an ideal way to overcome these challenges. Interim Healthcare is one such example who deployed this at Columbus, Ohio office with the help of ISE serving as change agent and deploying employee-centric CRM by focusing on their needs and translating it back in terms of requirements. By invoking passion within the organization to drive change, ISE developed a pull-system rather than a push system for behavior change which resulted in 5% reduction in last minute call-offs. This approach helped to integrate employees in change by encouraging them rather than enforcement (i.e. Push System).

This process takes time and effort and hence each iteration of QFD was accessed by employee focus groups and continuous engagement with employees through all phases helped in designing desired CRM which delivered annual benefit of $1.3 M for Interim Healthcare.