International Physician Update

Value of Human Capital? Priceless

Pamela Paulk says making employees feel valued is vital.

Happy employees are productive employees. So goes the adage. And since taking over as vice president of human resources at The Johns Hopkins Hospital and Health System in 2000, Pamela Paulk is dogged about finding out just what employees want most. That, she believes, can shed the most light on the complex employee-employer relationship.

Now she’s been asked to share her advice with health system representatives worldwide. She recently spoke to a group of international hospital administrators from Turkey and at a conference in Mexico City.

And although Paulk says employee satisfaction is a key goal in setting up a human resources plan, her educational services highlight other important ingredients. These include a detailed review of recruitment plans, policies and procedures, compensation, job descriptions, testing, promotion and how to maintain employee records.

On a deeper level, Paulk notes that employee satisfaction translates into patient satisfaction. Patients pay close attention to how they are treated by everyone involved in their hospitalization. “Hospitals need to recognize that to survive in an increasingly competitive market, medical treatment isn’t enough. Customer service—going the extra mile for patients and their families—is vital,” Paulk says. Her research found that one satisfied customer influences five people; one dissatisfied customer influences 25 people. 

And when patients are satisfied, she adds, employees feel a sense of pride in the institution. But managers must set an example: “You set the expectation, then you role-model it.” Good feelings trickle down, creating a positive environment for employees and patients.
The 2003 Johns Hopkins Medicine Employee Satisfaction Survey is ample proof that a strong HR plan can make a huge difference. Overall job satisfaction increased to 69 percent, from 59 percent in 2001. In every dimension of the workplace surveyed—from benefits satisfaction to working conditions—Hopkins Hospital received high marks.

Granted, different cultures can have vastly dissimilar work environments. Yet Paulk believes fundamental truths apply to all workers—mainly what it is that motivates people to work. On a basic level, workers should get decent wages and health care. Beyond that, Paulk says, employers must ask themselves, “Are the people in this company valued in their work group? Is their supervisor fair about expectations?”

Ultimately, Paulk says, the biggest goal for any employer should be retention. That’s because the cost of losing labor gets higher every year. Retention strategies that work include offering competitive wages and benefits to the desired workforce. Most of all, Paulk says, bear in mind that employee satisfaction is not just a one-time campaign. It’s a long-term commitment.