Employees

Employees are proud of...

When you create the right environment for healthcare professionals, they respond by delivering their top performance. UHS has demonstrated a unique ability to provide such an environment at each of its facilities nationwide. Unlike healthcare companies that have encountered difficulties by linking compensation solely to financial performance, UHS rewards its staff members for the quality of service provided to patients. A prime example of this is our Service Excellence Awards, which are granted to the UHS facility that achieves the highest levels of patient satisfaction.

UHS's acquisition of The George Washington University Hospital will result in construction of a new facility that is equal to the hospital's reputation for medical excellence.

Recognizing that service excellence requires teamwork, UHS has implemented programs that promote top-quality service and customer satisfaction at every phase of a patient's care. This includes the "Smile Training" initiative, which encourages all UHS staffers to wear a positive attitude when dealing with patients and co-workers. It's been a great success, as is apparent to any visitor to a UHS facility.

Teamwork also describes the uncommonly strong relationship between UHS facilities and the company's headquarters staff. Where some companies develop an "us vs. them" mentality, the UHS corporate team is well known and respected in the field for its stability, efficiency, and encouragement of local innovations.

Auburn Regional Medical Center near Seattle, Washington.

The result of our orientation toward service quality and teamwork is an uncommonly high level of pride among UHS staff members, and exceptional satisfaction among patients.

Of course, one of the chief concerns of every employee is job security, particularly in cases where a nonprofit community hospital is being acquired. In this area, UHS has repeatedly demonstrated an exceptional ability to maintain staffing levels at newly-acquired facilities.

Early In 1998, UHS acquired three hospitals in Puerto Rico, including Hospital San Pablo in Bayamon.

In the 1996 debate over UHS ownership of Northwest Texas Healthcare System, for example, many community leaders expressed doubts about UHS's promises to maintain current employment levels. One year later, however, UHS has delivered, as staffing levels have remained steady throughout the transition and post-transition periods.

Victoria Regional Medical Center, Victoria, Texas recently completed two major expansion projects, and achieved a 99% JCAHO accreditation score with commendation.

Similarly, at The George Washington University Hospital, staff members were understandably concerned that a new corporate partner would mean layoffs. However, their actual experiences with UHS are summarized in a letter from John F. Williams, M.D., Ed.D., Vice President for Health Affairs and Dean of the university medical school, who wrote, "As our partnership continues, UHS has remained true to its promises. It has protected jobs, committed new resources to our academic mission, and supported our six clinical centers of emphasis. It has also preserved the Hospital's vital role of community service, sponsoring public health events, educational programs for young people, and a number of other activities aimed at improving the lives of its neighbors and its neighborhood, thus living up to UHS's well-respected reputation as a good corporate citizen."

Previous page | Annual Report Contents | Next page