Quarterly Check-ins Give SP Leadership a Boost

For sterile processing (SP) employees to remain engaged and become high-level performers, they need to feel connected to their daily work as well as the mission and goals of the organization. That connection fundamentally develops over time through collaborative working relationships and bonds with peers and other leaders within the workplace.

According to a Gallup poll, highly engaged teams can contribute to reduced absenteeism (81%) and a drop in turnover rates—between 18% and 43%, depending on the size of the business unit.¹ Gallup also notes that engaged employees not only show up to work with enthusiasm but tend to be more committed to quality and safety.

How employees feel about their work contributions and commitment to their healthcare organization can be a direct reflection of their engagement, either positive or negative. Direct interaction is among the most effective ways to gauge an employee’s or team’s engagement and satisfaction. An informal way SP leaders can check in with employees is through employee rounding in the department and meeting with individuals or small groups at set times throughout the year. A more formal and highly effective approach is to schedule quarterly check-ins with all employees. Ideally, these check-ins will involve private conversations between the SP leader and each employee and support employees’ success through reflection, planning, problem solving, and constructive feedback.

To prepare for these check-ins, employees should be able to provide a self-assessment of their performance, and the SP leader should be able to speak to specifics regarding the employee’s performance. The following topics can be used as a guide:

Progress, strengths, events and accomplishments.
Areas where good performance can be elevated or where improvement is needed.
Development of short– and long-term goals as well as opportunities such as additional training (to include certification opportunities).

When conducting a check-in, the focus should be on the employee’s successes and areas where improvement is needed. Feedback about each employee’s performance should be specific and focus on the behavior, not the person. SP leaders should consider the following when preparing for the meeting:

Summarizing progress, strengths, events and accomplishments: This can include recognizing good performance reviewing and progressing toward goals, citing strengths exemplified by actions throughout the quarter, examining events the employee was a part of, organized or managed, reviewing accomplishments during that quarter, reviewing recent education, training and certification(s) completed that quarter; and focusing on special assignments, projects, task force or committee participation, and reviewing outcomes and results with numerical data, when applicable.
Indicating areas where good performance can be elevated or where improvement is needed: This can entail identifying professional development opportunities, highlighting improvement techniques and processes, noting aspects of overall improvement that may be deficient, clarifying expectations about appropriate behavior, identifying goals, skill development, and growth opportunities; providing an action plan and resources to help the employee improve in certain roles, discussing potential training, conferences, and other developmental opportunities; setting reasonable goals for the next quarter; and offering mentoring and coaching support.

Conclusion

Quarterly check-ins help provide a structured approach to drive better staff engagement, foster collaboration, and increase productivity, safety, and output. A strong SP culture keeps employees actively engaged and aligned with the organization’s mission and goals. By fostering an environment that sets clear expectations and equips employees with the necessary tools and resources to excel, SP leaders can create a workforce that is driven and committed, while also promoting a departmental culture where employees’ needs and voices are heard and respected.