Roles

Sponsors are the go-to people for UBT co-leads, providing resources, guidance and oversight for teams — and effective sponsorship is one of the most important ingredients for a high-performing unit-based team. If you’re a sponsor, provide your teams with the support they need to create an environment where UBT members are always learning, always improving, always innovating.

1. Make it a priority to be involved. Provide feedback and hold teams accountable for action plans.
2. Coach and mentor co-leads; connect them with opportunities to develop needed skills or knowledge. Developing strong team members will ease your work in the long run.
3. Take time for face time. Walk the floor with team members and occasionally attend UBT meetings.
4. Share expectations up front with your co-sponsor and team co-leads. Define how you’ll make decisions and how you’ll communicate and how often.
5. Help team members build their problem-solving skills by having them develop solutions, but if there are barriers outside the co-leads’ or team’s scope, get busy breaking them down.
6. Educate your teams about local work plans and regional performance priorities so they can work on the right projects. Be sure, too, that things team members care most about get addressed.
7. Celebrate and highlight successes, both large and small, by rewarding individuals and teams in a way that is meaningful to them — whether it’s an email, party, lunch or a parking spot for a month.
8. Secure the resources your teams need to get work done, such as time for regular trainings or meetings and access to data that will help benchmark their performance.
9. Establish a baseline Path to Performance rating. Assist teams in understanding the rating and connect them with resources or successful practices that will help them become high performing.
10. Ensure teams are documenting their work regularly, accurately and concisely in UBT Tracker.

Managing in partnership is different from traditional management. You still have responsibility for managing employees’ performance, but when it comes to your department’s performance, the whole team plays a role in making the department a great place to work and to receive care. Frontline employees know where the problems are and have great ideas for solutions. Research shows that managers who engage their teams get better results, and team members are more enthusiastic about implementing the solution because they helped come up with it.

1. Be knowledgeable about the National Agreement. Download the National Agreement or get from your local human resources representative.
2. Get trained on the Labor Management Partnership. See your local learning and development website or our list of regional training contacts.
3. Proactively develop relationships with your union partners. Get to know your shop steward, union representative and other local labor leaders. Check in with them on a regular basis to share information and get their ideas.
4. Model partnership with your union partner. Treat each other with mutual respect. Attend LMP trainings together. Jointly develop meeting agendas and share meeting facilitation responsibilities. Share information, identify problems and develop possible solutions in collaboration.
5. Be accessible to staff. Spend time visiting with people on the front lines. Roam the department on a regular basis. Eat in the lunch room. Implement an “open door” policy for staff members who come by and want to talk.
6. Be open to the ideas of all employees. Encourage people to share ideas and have input on procedures or work flow. Create an environment in which people feel comfortable speaking up. And be open to trying new ways of doing things.
7. Create a structure for dialogue and engagement. Make sure time is set aside for partnership meetings, huddles and training.
8. Tell it like it is. Be open and honest in your communication and transparent with information. Share your department’s budget with team members to get their ideas on reducing costs.
9. Recognize and value employees’ contributions. Go out of your way to acknowledge someone who comes up with or implements an idea that has made the department a better place to work and provide care.
10. Develop employees to become department leaders. If union partners or other team members want to help the department succeed by polishing their problem-solving, meeting management or other skills, encourage and support them in their efforts.

Course description

This course is designed to help frontline staff understand their role in a unit-based team

Path to Performance

Level 1

Duration

4 modules, approximately 1 hour each

Who should attend

This course is intended for KP employees who are represented by a union in the Coalition of Kaiser Permanente Unions

Course requirements

Labor Management Partnership Orientation (LMPO)

Course description

Team Leadership for Co-leads is designed to bring labor, management and physician co-leads together to facilitate conversations about the performance of their unit-based teams. The co-leads receive information about high-performing unit-based teams at Kaiser Permanente and then review a 360 feedback tool to use with their teams after the course. Participants will learn a basic coaching model and practice role playing UBT coaching scenarios. Participants also will learn the fundamentals of how people adapt to change, review a change management model for leaders, and make agreements on how to manage change in their role with their unit-based teams. In addition, participants will learn the fundamentals of Emotional Intelligence and how to use “EQ” when leading change.

Path to Performance

Level 3, 4, 5

Duration

8 hours

Who should attend

This course is intended for participants who are experienced co-leads of unit-based teams. Job categories who should attend union, management and physician co-leads.

Course requirements

• Labor Management Partnership Orientation (LMPO)
• Co-Lead Workshop
• Labor and management co-leads attend the training together

Course description

It is critical for steward sponsors and management sponsors to invest in the development of the unit-based team, which will have a long-term impact on the organization, and to learn about tools and resources available to them in their sponsor role. This course is designed to help union, physician and management sponsors discover the benefits of effective sponsorship and how it can help them develop successful, sustainable unit-based teams.

Union and management sponsors will gain an awareness of how their role is critical to the transformation of how the work at Kaiser Permanente is done.
 

Path to Performance

Level 2

Duration

3 hours

Who should attend

This course is intended for participants who are sponsors of unit-based teams. Job categories who should attend labor, management and physician.

Course requirements

Labor Management Partnership Orientation (LMPO)

Course description

The curriculum is planned around bringing a new manager up to speed on the working environment as it relates to partnership and unit-based teams, and how to take their traditional role and seamlessly integrate it in this new environment. The materials in the class are intended to be a takeaway the participants can use later as a valuable reference tool.

Path to Performance

Level 1

Duration

• 4 modules (classroom)
• 60 minutes, approximately (online)

Who should attend

This course is intended for new managers to a partnership environment.

Course requirements

• Labor Management Partnership Orientation (LMPO)
• Completion of course pre-work prior to class