Putting Employees First Is the Healthy Choice for Atlantic Health System's New CEO

CULTURE CASE STUDY: Atlantic Health System

Putting Employees First is the Healthy Choice for Atlantic Health System's New CEO

Company Profile

INDUSTRY Health Care

HEADQUARTERS Morristown, NJ

EMPLOYEES 14,000+

WEBSITE www.atlantichealth.org

About New CEO Brian Gragnolati took the reins of Atlantic Health System Atlantic Health System, headquartered in in 2015 with a focus on building trust with employees. Some 5,000 Morristown, New Jersey, is one of the largest non-profit health care systems in New handshakes later, Gragnolati succeeded in keeping culture strong and Jersey. Atlantic Health System is creating a continuing gains in patient safety. Trusted Network of Caring™. Its promise to its communities is that anyone who enters the system will receive the right care, at the right quality, at the right time, at the right place and at the right cost. The AHS network The Challenge includes Morristown Medical Center in In 2015, Atlantic Health System found itself in Gragnolati recognized the need to calm Morristown, NJ; Overlook Medical Center in Summit, NJ; Newton Medical Center the midst of a significant executive transition concerns that the leadership change and new in Newton, NJ; Chilton Medical Center in as the organization simultaneously wrestled ways to deliver healthcare might harm AHS’ Pompton Plains, NJ; and Goryeb Children’s with broad industry changes. On the heels stellar workplace culture — which for seven Hospital in Morristown, NJ. Atlantic Health of a CEO who led the organization for 15 straight years had earned honors as a Fortune System comprises 1,599 licensed beds, more years, incoming CEO Brian Gragnolati came 100 Best Company to Work For‰. In addition, than 14,000 employees and more than to Atlantic Health System from an outside Gragnolati wanted to continue AHS’ work to 4,000 physicians. organization, facing several immediate improve the overall health of the community, challenges: enhance the patient and consumer experi- ence and reduce the cost of care. { Transformation in the healthcare industry from volume–to value–based care. { The organization's growth spurt in its regional market. { Leadership change within the organization.

The Solution

“Without its people, an organization cannot move forward. In healthcare, it’s human beings caring for human beings.”

–Brian Gragnolati

Gragnolati concentrated on building good relation- gaining the employees’ trust had to be my immedi- ships with employees. Although many groups — ate focus,” Gragnolati said. “Without its people, an donors, politicians and board members — grappled organization cannot move forward. In healthcare, for his attention, Gragnolati focused primarily on it’s human beings caring for human beings.” Among staff while balancing the needs of other groups. the ways he connected with staff was through Through his first two weeks on the job, Gragnolati “Food for Thought” sessions — lunches held with traveled throughout the organization during day about a dozen employees at a time from different Brian Gragnolati meets employees and volunteers during his “Getting to Know You” tour when he began shifts, night shifts, in offices, labs and operating levels of the organization to discuss their ideas for his role as CEO of Atlantic Health System. rooms, shaking about 5,000 hands. “I knew that the future of the organization.

The Results

Patient Safety Improves at AHS Hospitals 2013 2015

Morristown Brian Gragnolati’s Medical Center investment in trust came Overlook with improved patient Medical Center safety—measured by a Newton Medical Center drop in the federal “Patient

Chilton Safety Indicator 90” score Medical Center at AHS hospitals.

0 0.2 0.4 0.6 0.8 1 1.2 1.4 1.6

AHRQ PSI 90 Score

Gragnolati’s investment in trust has paid off. The Gragnolati isn’t done working to upgrade AHS’ cul- Great Place to Work® Trust Index© Employee ture. As part of his efforts to prepare for the future Survey, taken by AHS staffers after the CEO arrived, of health care, he has reorganized AHS, establishing showed a still-strong culture. The survey results, additional opportunities for employees’ personal along with Great Place to Work®’s assessment of and professional growth. And he is working closely AHS people practices, placed the company on the with senior leaders to develop a new brand promise list of the Fortune 100 Best for an eighth straight for AHS, creating a Trusted Network of Caring™. year. Meanwhile, patient safety improved in 2015 Gragnolati and AHS are succeeding, in large part at AHS hospitals — marking the third consecutive because he put trust and care for employees at the year of gains in this vital metric. center of the business.