RANK: #1 (SMALL HOSPITALS)
IT personnel at Hugh Chatham Memorial Hospital in Elkin, N.C., don't feel micromanaged in the least, which has led to a positive, productive and professional workplace, says IT Director Lee Powe.

"Staff members are empowered to manage their own positions," he said. "When assigned projects, they own that project and are responsible for its success. I provide input as needed or as requested from all staff members."

Consequently, employees are motivated and enthusiastic, Powe said, as they are given the freedom to be flexible and creative to solve problems.

"Staff members are trusted to prioritize their work schedules, and I believe these characteristics make coming to work enjoyable for everyone."

While Powe is the department's chief decision maker, he solicits everyone's input on the issue when feasible. "Patient care comes first" is the criteria used for setting priorities. Being a team player is also paramount with the Hugh Chatham IT crew, and job applicants are carefully reviewed for this attitude. In fact, interviews are a joint effort by department members, and "if one member of our team does not agree, for whatever reason, that candidate is not considered," Powe said.

With all the IT initiatives going on in healthcare, Powe concedes that tight timelines and deadlines have been a grueling challenge. Project management, removing redundant workplace processes and maintaining a high level of customer satisfaction are all important staff functions. To keep on top of the demanding workloads, the Hugh Chatham staff meets every Monday morning for a department roundtable. At these sessions, the team huddles on who needs assistance and marshals resources accordingly. As manager, Powe sets aside the first hour of each day to determine who is having professional or personal issues and meets with that person if needed. To prevent stress, staff members are given ample time away from the job.

Keeping workplace morale high is an ongoing challenge with all the different personalities and attitudes among staff members, but Powe says it comes down to patience and communication.

"We all try to take into consideration each others' likes and dislikes and take the time to listen and learn about each other as individuals, not just technicians," he said. "Communication and conflict resolution are always being taught and worked on. The ability to change a [manual] process that has been around forever into a digital format without hurt feelings and making things personal is always being improved upon. As a result, morale is high because of the genuine rapport and positive attitude of everyone on the staff."

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