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In this spoof, team members who are working hard — but not getting much done — discover the secret to better productivity. Turn to your UBT if you have similar issues!
Produced by Kellie Applen and Paul Erskine
Shot, edited and directed by Vibrant Films
“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.
The LMP Skills booster is an introductory tool which also can be used to reinforce previous learning.
Complete the LMP classes to get a more comprehensive understanding of our partnership.
This booster can help everyone understand the LMP skills of active listening and effective questioning.
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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.
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.
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.
“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.
Union leaders crunched the numbers, and they didn’t like what they saw.
At the beginning of February, less than 50% of SEIU-UHW members at Kaiser Permanente were vaccinated against COVID-19. It was even worse for employees in the Emergency Department at Downey Medical Center in Southern California, where Gabriel Montoya works as an emergency medical technician. There, only 40% of his fellow union members got the shot.
Montoya and his fellow union members — working with physicians and managers — wanted to raise those rates, so they pulled together labor-doctor huddles. And by mid-April, 64% were vaccinated.
“We did it in partnership,” says Montoya. “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.”
SEIU-UHW members set up a phone bank to call — in Spanish and English — members who worked in housekeeping, food service and central supply departments, where vaccination rates were lowest. The union also hosted a Facebook live event where Black and Latino KP doctors answered questions.
Those proved so popular that they wondered, why not do this live at the facilities?
Angela Glasper loved the idea. The chief shop steward at Antioch Medical Center in Northern California got frustrated when she talked to fellow union members who were conflicted about getting vaccinated.
“I listened, but I couldn’t address their concerns,” says Glasper, who works in optical sales and needed someone with the clinical expertise to answer their questions. “Wouldn’t you rather hear it from a doctor than me?” she asks, with a hearty guffaw. “People would say to the doctors, ‘Labor has been telling us about it, but you answered our questions.’”
One of the most popular doctors at the huddles in Antioch was Jeffrey Ghassemi, MD, an anesthesiologist. He shared his harrowing stories about working on the COVID units and was, in Glasper’s words, “patient and gentle.” With a newfound confidence, employees signed up for vaccine appointments during huddles.
Pediatrician Carol Ishimatsu, MD, who volunteered to talk at a huddle in Downey, has given children shots to prevent measles, mumps and chickenpox for more than 2 decades.
“Vaccines are our most important intervention,” says Dr. Ishimatsu.
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.”
The trust and open communication cultivated by working in partnership were key to building vaccine confidence.
“Working in partnership has intensified during the pandemic,” says Valenciano, “because people realize we need to work together.”
Dr. Ishimatsu agrees. She was involved with the Labor Management Partnership when it started more than 20 years ago. “At the time, I wasn’t sure it would evolve,” she recalls. “It treats us like one big family, instead of segments. The thing that keeps one person safe, keeps everyone safe.”
