What are the secrets of retaining healthy and productive talent? Mary Rafferty, CEO at Matilda International Hospital, shares what it takes to motivate and manage staff at all levels in what is considered one of the world’s most beautiful hospitals.
Beyond the CV
Rafferty stressed the importance of employing staff with an empathic nature, “No matter who you are, the moment you enter a hospital you’re a vulnerable person. For this reason, HR understands that they should identify candidates with not only a good CV but also empathy and compassion.” These may be somewhat subjective criteria but Rafferty insists that those who work in or around the medical profession must possess these qualities. Not only nursing and direct-contact staff are included; anyone from catering to maintenance and cleaning staff may come into contact with patients and therefore must contribute to the caring atmosphere. She added, “Our staff members’ approach to life and people is important in lifting people’s spirits.”
Good enough to eat
Employees at the hospital, as well as patients, can be sure of the health credentials of their meals—no plastic meat or cardboard potatoes to be found! Catering is provided by a team more suited to truffles and caviar than mash and peas having previously served other well-heeled customers at the former Ritz Carlton in Central. In addition, each year, several events are organised to facilitate intermingling of employees and management, such as management staffed BBQ days on the grounds, open to staff. Lunchtimes provide an opportunity for staff to take part in various classes such as meditation and yoga. Rafferty commented, “When the going gets tough, staff can take a ten minute breather from their desks, where possible, and refocus their minds using the relaxation techniques taught in these classes.”
Giving back
Matilda’s annual Sedan Chair Race has, since its inception, raised over HKD 61,000,000. Proceeds go to local charities that benefit the young, the elderly and the underprivileged. Staff members, along with their family members, and the local community take over the Peak and the hospital grounds, converting them into family fun zones for the last Sunday in October. This provides the chance to get started early and ethically on the Christmas shopping at various stalls, each donating to the cause from their proceeds.
Word gets around…
Feedback is important to all individuals, and staff at Matilda are no exception; department heads and staff are kept well informed of their targets and progress towards meeting them. Good performance is well rewarded at the end of each year in line with achievement of objectives. When patients write to the hospital to give thanks for their care, or to compliment a particular department or member of staff, these thanks are promptly communicated to staff, appearing in newsletters and being stored for future reference. Rafferty explained that if a rogue negative review is received, it is dealt with immediately, “Whether it be attitude or service falling below bar we knock it on the head straightaway, whether though counselling or supervision or stronger measures for the affected individuals or department. The patient experience is paramount.”
Health matters
Staff can take advantage of discounted health checks for themselves and their families. Rafferty commented, “We are a part of the medical profession. We stand for good health and so we practice what we preach.” Staff over the age of 50 can receive peace of mind in the form of free, annual medical check-ups, the outcomes of which are not communicated to management—to reduce anxiety of any repercussions upon their employment due to medical problems encountered. Also, counselling is offered to staff members if they are struggling to reach objectives; a support system for those whose home lives are causing them stress and impacting upon their professional performance. Rafferty added, “It’s important to us that our staff know that they matter to us.”
Training aims
35% of new recruits stay with Matilda for over 5 years; Rafferty puts this down in no small part to the learning culture within the organisation. She explained, “Medicine moves at such a fast pace, so we need to educate and train staff and keep educating and motivating them. If the pace slows they will become demotivated.” On the subject of tangible proof of training, Rafferty explained that at Matilda they are keen to ensure that staff members have more qualifications when they depart from the company than when they arrived. In her role as CEO, Rafferty tries to maintain a constant, yet relaxed presence around the hospital. As a result, staff members can easily recognise and approach her with ideas for change and observations—something which she stressed is not an irregular occurrence. New recruits are assigned a mentor to help ease them into the hospital environment in the first three months. If having trouble achieving objectives further down the line the mentor system can be reinstated in addition to the option of counselling. Rafferty stated, “This is not a form of disciplinary procedure; we as an employer realise that issues can come in all forms and support is the best way forward for all—it’s a group effort.”
Paul Arkwright
Publisher
