Culture and process change to support team member safety and wellbeing – Linda McHugh, MT, MBA, and Tria Deibert, MA
12.19.2024
Episode 89 | Duration: 38:17
Linda A. McHugh, MT, MBA, is the Executive Vice President, Chief Experience and People Officer for Hackensack Meridian Health (HMH), New Jersey’s largest and most comprehensive health network with more than 35,000 team members. In this role, she is responsible for the strategic management and delivery of all experience, hospitality and people programs, policies, processes and practices in support of the network’s mission, vision and strategic priorities. Prior to joining HMH, Linda spent 35 years at the Cleveland Clinic, most recently as Chief Human Resources Officer spearheading an overarching transformation in the HR shared services function and creating a centralized structure defined by centers of expertise and the implementation of cloud-based human capital management technology.
Tria Deibert, MA, has enjoyed packaging ideas, planning amazing experiences and storytelling for as long as she can remember. In her current role, she leverages these strengths to create a workplace experience that nurtures connection, purpose and wellbeing. As Senior Vice President of Culture and Team Member Wellbeing at HMH, Tria collaborates with leaders and team members to co-design a workplace experience that makes team members fall in love, stay in love and share their love for HMH with everyone they know. Tria develops strategies that elevate engagement, recognition, appreciation and leadership, building a strong culture that supports the wellbeing of HMH's team members so they can provide the best care. HMH was recently recognized as one of the Fortune Best Workplaces in Healthcare and Fortune Best Workplaces for Women. Tria has been with HMH since 2005, when she joined as a marketing manager for Riverview Medical Center.
In this episode of Caring Greatly, Linda and Tria talk about how culture affects team member safety and wellbeing. They share specifics about recent process and technology changes that have helped to build trust, connection and belonging between leaders and team members across clinical, operational and administrative teams. Linda and Tria talk about the data they use to direct cultural transformation, and why it’s important to ensure that culture recognizes and values team members as whole human beings in addition to the job skills and abilities they offer the organization. Finally, they describe how an intentional culture helps improve patient-family experience and outcomes.
Related links
- Becker's article: The tools lowering turnover at Hackensack Meridian
- Patient Safety Network article: Ensuring patient and workforce safety culture in healthcare
- BMC Health Services article: Associations between patient safety culture and workplace safety culture in hospital settings
- International Journal of Environmental Research and Public Health article: Association of workplace culture of health and employee emotional wellbeing
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