Becker's Hospital Review

60 POPULATION HEALTH 60 CEO/STRATEGY betes. All leaders see these numbers when they log into our intranet site. Addition- ally, we are always mindful of our patient experience scores. Of course, we must perform financially, as well, to continue providing quality care. It's by no means an exact measure, but I can tell how busy we are on a daily basis simply by asking our valet parking atten- dants how many cars they parked the day before. More specifically, we look at length of stay, the number of emergency visits, clinic visits, deliveries and procedural volumes. To track expenses, we have pro- ductivity targets for staffing. Monthly, we measure medical center cost per case mix index adjusted admission and clinic over- head per work relative value unit. Rene Olson Senior adviser to Intermountain Health- care's COO (Salt Lake City) Intermountain facilities and services hold 1,500 daily huddles that roll up to a single daily 10 a.m. system hud- dle that reviews metrics for the entire organization (23 hospitals, 170 clin- ics, medical group, home care, oth- er medical services and SelectHealth, Intermountain's insurance company). Daily metrics tracked include safety (po- tential serious safety events, caregiver in- juries), quality (readmissions within 72 hours), access (units at capacity, diverts and transfers), stewardship (downtimes), and examples of extraordinary acts of service and compassion performed by en- gaged caregivers. These huddles provide real-time data that allow the organization to act quickly and in a coordinated man- ner to address issues. n Fortune's 'Best Companies to Work For' 2019 names 10 hospitals By Alyssa Rege F ortune and people analytics firm Great Places to Work released their annual list of the "100 Best Com- panies to Work For" on Feb. 20. More than 4.3 million employees responded to a 60-plus question survey analyzing the extent to which their organiza- tion creates a positive work environment. To be considered for the list, companies that employ at least 1,000 U.S. workers submitted an application documenting more than 200 data points describing HR practices and programs. One part of a company's score was based on Fortune and Great Places to Work's evaluation of the company's programs and policies, and three parts come from an analysis of employees' survey data. The 10 hospitals and health systems ranked among the 100 "Best Companies to Work For": 9. Texas Health Resources (Arlington) 35. Southern Ohio Medical Center (Portsmouth) 37. BayCare Health System (Clearwater, Fla.) 40. Baptist Health South Florida (Miami) 54. Encompass Health (Birmingham, Ala.) 58. St. Jude Children's Research Hospital (Memphis, Tenn.) 79. Children's Healthcare of Atlanta 87. Atlantic Health System (Morristown, N.J.) 88. Methodist Le Bonheur Healthcare (Memphis) 99. OhioHealth (Columbus) n Viewpoint: CEOs shouldn't pick their replacements By Alyssa Rege W hile CEOs may be intimately familiar with their companies, their opinions should take a back- seat to the organization's board of directors, according to Stanford (Calif.) University business school professor David Larcker, PhD, and researcher Brian Tayan. In an op-ed for The Wall Street Journal, the authors note that while it was once general practice for CEOs to pick their successors, changes to corporate governance in re- cent years have shifted the balance of power to a compa- ny's "independent, professional, outside directors." The authors claim that allowing a company's CEO outsize influence on the hiring of their successor is a mistake be- cause the CEO may not have the right perspective on eval- uating candidates and may intentionally or unintentionally control the information presented to the board about can- didates, shaping the board's decision. "At the end of a long career, many CEOs are concerned about their legacy. This can bias them toward favoring candidates who will guide the company in the same di- rection — and in the same manner — that they themselves led it," they wrote. Instead, the authors argue that a company's board should be responsible for the final hiring decision and use the CEO's input to help come to that conclusion. "Hiring the CEO is a fiduciary duty. The board owes it to the shareholders … to get it right. A subcommittee of in- dependent directors with previous experience in succes- sion at other companies should manage the process, with an open invitation to all board members to participate. If the board doesn't have depth of experience in place, it can bring in an outside adviser to help," they wrote. n

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