“Dexter” Janet Borrowman is an operational excellence coach for performance improvement in the Southern California Region. She recently spoke with LMP Communications manager Sherry Crosby about the importance of rounding conversations for managers and frontline workers. Building a workplace culture where everyone’s voice matters is key to our Labor Management Partnership.

What is rounding?

Rounding is an evidence-based practice that relies on purposeful conversation and observation to drive workplace engagement and insights. Direct report rounding involves conversations between a team member and that person’s supervisor, manager or leader.

How does rounding benefit managers and frontline workers?

When done well, rounding helps managers build trust with staff, gain insights into workplace challenges and recognize employees, which fosters joy in work. Frontline workers benefit by having a chance to connect individually with their managers, share ideas, express concerns and find deeper purpose in their everyday work.

What evidence shows rounding is an effective practice?

Rounding is one of the most effective ways for managers to spend their time. And the more they consistently round, the greater the impact. According to People Pulse, departments where rounding is routinely practiced achieve more meaningful levels of engagement, better patient care outcomes, fewer workplace injuries and improved attendance.

How can frontline workers get the most out of rounding conversations?

Sometimes employees don’t see the benefit of direct report rounding; they just see it as helping the boss complete their checklist. It’s totally missing the point! Rounding is your chance to discuss what you need to be successful and the support you need. This is all about you!

How can managers get the most out of rounding conversations?

Rounding is one of the best tools that managers have for proactively surfacing and addressing issues which can create safer, more efficient and productive teams and environments. Use rounding to connect with your team members. People need to feel that their life and work has meaning, and that they are personally supported and cared for as a complete person. People need a personal touch, especially during difficult times, and rounding can help with that.

How can managers use rounding to build trusting relationships?

Your direct reports need to feel that what they’re saying is important and that you’re following up with action. Circle back to that person who brought up the issue with you. Go to the huddle and follow up with the whole team. We build trust by following up after a rounding conversation. We break trust by not following up.

What advice do you have for those who want to enhance their rounding practice?

If we are doing rounding the right way, if we’re doing it consistently, if we’re doing it authentically, then we will discover what matters most to our people and we’ll be able to better support them and the work they do.

Kathy J. Sackman, longtime leader of UNAC/UHCP and a true partner to Kaiser Permanente, passed away on December 31, 2021.

Kathy began her nursing career in the emergency room at Pittsburgh Hospital, later joining Kaiser Permanente in the Intensive Care and Critical Care units at Fontana Medical Center.

She began her remarkable 33-year tenure as president of United Nurses Associations of California/Union of Health Care Professionals in 1978, when the union consisted of just a small group of nurses. She led the organization through untold changes and monumental growth to over 18,000 registered nurses and health care professionals.

Kathy rose to become a union leader on the national scene, serving as an international vice president of the American Federation of State, County and Municipal Employees, the secretary-treasurer of the National Union of Hospital and Health Care Employees, and co-chair of AFSCME’s United Nurses of America. A valued voice among state and federal lawmakers, Kathy was one of the union leaders whose activism and passion led to the passing of California’s safe staffing ratio law, among other important public policy initiatives.

“Kathy was a visionary," said Denise Duncan, RN, UNAC/UHCP president. "She was there during the design and infancy of the partnership. She was very protective of the basic tenets that were crafted to support it and sustain it. She continued to be a huge believer that the people on the ground need a voice in how care is delivered and how we speak for it in the community. This is the legacy she left, a legacy that should inspire us as we do our work for the future.”

At Kaiser Permanente, Kathy was respected as a straight shooter and a true force at the bargaining table, advocating for both quality patient care and UNAC/UHCP members – and always seeking the best solutions for all parties. She was an avid supporter of unit-based teams whose vision helped craft win-win agreements and build our Labor Management Partnership into the successful, widely admired model that it is today.

“I was so saddened to hear about Kathy’s passing," said Arlene Peasnall, senior vice president for Human Resources, Kaiser Foundation Health Plan and Hospitals. "I have the deepest respect for her and know that at the center of everything was her passion in ensuring the highest quality care to our patients and providing a work environment in which her members could deliver that care. Kathy will be missed by all of us who had the privilege of working with her.”

Kathy will be remembered as a smart, funny, passionate and compassionate woman who strongly believed in the power of partnership, and in what we can accomplish together.

UNAC/UHCP is planning a celebration of her life. She is survived by 2 sons, Monty and Michael, who along with the extended family, have requested privacy at this time. Any cards or tributes can be sent to the UNAC/UHCP office at 955 Overland Ct., San Dimas, CA 91773.

Does your team need a tune-up on performance improvement tools?

Dust off the old tool belt and dig into all the Labor Management Partnership resources at your fingertips. LMPartnership.org offers more than 700 tools. 

Finding the right tools is easy if you follow these simple steps:

• Log on to LMPartnership.org (you're here now!)
• Go to the Library tab and select Tools.
• Use the filter option on the left to narrow your focus.
• Want more options? Use the Reset button to change your filters.

Need more help? Check out this cool video!

Caretia Silva, a licensed clinical social worker, is a labor improvement adviser with the Alliance of Health Care Unions in Portland, Oregon, and a member of OFNHP. As many nonclinical employees prepare to return to the office, she offered advice about ways to reduce stress related to the latest challenges of COVID-19.

Many employees will soon return to the office. What feelings might they experience?

For some folks, working from home has been wonderful; for others, it’s been very stressful. Many people were managing a lot of competing priorities with children at home, online schooling, sharing “office” space with partners at home and extended family concerns.

Some people may experience anxiety, grief, excitement, anticipation — and many other feelings as they encounter unknowns — with returning to the office. For folks who have already returned to the clinics, they’ve had a gradual reintroduction and the process has been slightly more paced, although it hasn’t been without stress.

What tips do you have for staff preparing to return to the office and send their children back into the classroom?

There are bound to be challenges as we work out new routines. Anything you can do the night before to prepare for the next day is a good idea — set out clothes, load backpacks, make lunches. It can also be beneficial to have a consistent and routine bedtime, not just for your children, but also for yourself. If you have trouble settling down at night, try the Calm app.

In the morning, set yourself up for success for the day by building in “transition time” — this is time to get people from the house to the car, including all the needed gear for the day. Building in transition time allows for any last-minute items and reduces the stress of being late. If you arrive early at school with the kids, take advantage of the one-on-one time with encouraging words to pump them up for their day. It only takes a few minutes to make a meaningful connection with your kids.

How can team members set each other up for success in the workplace?

Coming back to the office or clinic is a major change compared to working from home.

And some folks never left the clinic. Everyone had their own unique experience over the last year and a half. This transition will take some adjusting. Fatigue among workers may be common due to the increased social interaction. In the beginning, people may feel some nervous energy bouncing off each other as they acclimate to the new environment. It’s important to give people the time and space they may need to reacclimate to an in-person work environment.

How can unit-based team co-leads support their teams?

People will acclimate to the office environment at different times. When people seem fatigued, be aware that they might need some space.

Sometimes people need to take a break and disengage from the group. It’s a process that allows them to realign and center themselves. Have empathy for staff adjusting to this change.

How can unit-based teams use LMP tools to help them through this time?

The Partnership behaviors are a solid foundation for teams to ground themselves, and the Free to Speak tools are also good to foster a culture of trust and engagement. This might be a good time for a UBT to take another look at its ground rules and see if the rules need updating. Interest-based problem solving can also be useful for teams struggling with processes that have been adapted or need to change.

What advice do you have for managers during this transition?

The success I’ve seen with managers is when they are authentic with their staff and allow themselves to be seen. They don’t have to reveal personal secrets, but when anyone is sincere and approachable, there is more trust and engagement.

What else is important to consider?

The world has changed in ways we never saw coming. The pandemic was catastrophic and, on top of that, we also dealt with social justice issues and political unrest. It’s important to acknowledge how these and other challenges — such as financial insecurity and housing insecurity — have contributed to stress and anxiety for many people. Self-care is crucial now more than ever.

How do I recognize signs of stress?

If close friends, family or loved ones have mentioned that you seem different, consider what they are saying. Are you more emotional — quick to cry, jump to anger or experiencing mood swings? Have your eating or sleeping habits changed? Changes and impacts to your daily living habits are signs that stress may be affecting you. Reach out to the Employee Assistance Program, find exercise you enjoy, or check out emotional wellness apps like Calm or myStrength.

As we move toward the “next normal,” the Labor Management Partnership has played a key part in supporting COVID-19 vaccinations.

Frontline workers, doctors and managers have come together to get shots in arms. These fruitful collaborations point the way forward as Kaiser Permanente and the Partnership unions work to transform fear into confidence, confusion into clarity, and hesitancy into bold action.

Look at the data

A joint effort between SEIU-UHW and physicians pushed vaccination rates of the union’s members from less than 50% all the way up to 64% within 3 months. It began when union leaders crunched the numbers — and didn’t like what they saw.

At the beginning of February, less than half of SEIU-UHW members at Kaiser Permanente were vaccinated against COVID-19. For instance, only 40% of union employees were vaccinated in the Emergency Department at Downey Medical Center in Southern California, where Gabriel Montoya works as an emergency medical technician.

Montoya and his fellow union members — working with physicians and managers — wanted to raise those rates, so they pulled together labor-doctor huddles. Union members were scared, confused and hesitant.

Building trust

At first, they considered joint physician-labor rounding. But they realized being in patient areas wouldn’t support those conversations, so they pivoted to huddles — short, informal team meetings.

Carol Ishimatsu, MD, a pediatrician with the Southern California Permanente Medical Group, was one of the first doctors to join a huddle in Downey.

“Vaccines are our most important intervention,” says Dr. Ishimatsu, who participated in the clinical trials for the shots when they were being tested.

To build trust, Dr. Ishimatsu emphasized her shared experience with SEIU-UHW members as warriors on the front line. “I told the employees: I do the same thing you do after work,” she says, describing her ritual of removing her clothes in the garage and putting them directly in the washing machine before entering the house. “We are in different professions, doing the same thing.”

Joel Valenciano, an Environmental Services manager at Downey, helped organize huddles at outlying clinics.

“I encouraged the staff to be honest, relate their fears and doubts, anything holding them back,” he says. “And they really opened up.”

“We did it in partnership,” says Montoya, the emergency medical technician. “The labor partners led the huddles and introduced the doctors.

I can’t imagine that happening in a nonunion hospital, or even a non-Partnership hospital.”

It’s summertime, and the living has been far from easy.

The past year-plus has seen a global pandemic, social unrest and political turmoil.

But signs of hope are emerging.

Vaccines are helping to turn the tide against COVID-19. As we move forward, the Labor Management Partnership has played a key part in supporting vaccinations. Our cover story highlights how labor-doctor huddles and community collaborations have helped get more shots in arms — and provides tips for boosting vaccine confidence and increasing inoculations.

See our Humans of Partnership, where employees share heartfelt stories of why they got vaccinated. It’s OK if you cry.

With conditions improving, many nonclinical employees are preparing to return to the office. Our Q&A with a licensed clinical social worker offers advice about how you and your teams can reduce stress related to the transition.

When it comes to advancing the Partnership, LMPartnership.org offers more than 700 tools to help you and your teams complete your performance improvement work. See our guide to finding the right tool, along with links to a few of our favorites.

Meanwhile, Washington has become the newest region to join the Labor Management Partnership. Watch a video in which team members share their hopes about working in partnership.

Also, don’t miss our puzzles and games for reminders of how to protect you and your family against COVID-19. And check out our back cover for convenient ways to fill and manage your prescriptions.

Lastly, the movie “Back to the Future” — a summertime release — inspired our front cover. As we reflect on the pandemic, we thank you for your partnership. Such collaboration offers hope for a healthier future.