INTRODUCTION
Mergers and acquisitions (M&A) among health systems and IDNs seem to be a regular occurrence. In 2017, we saw CVS-Aetna, Advocate-Aurora and UnitedHealth Group-Davita highlight a long list of M&As.
While your CEO may initially want to focus on what to say to the public, his/her first priority should be to internal audiences. Reasons include reducing anxiety about potential layoffs, removing uncertainty about the transition and improving morale. A Northwestern University study said “high-quality communication has a positive relationship with employee outcomes, such as satisfaction, commitment and decision to stay in the organization.”
Here’s how the communications department should work with the CEO of the health system being acquired.
HOW TO LISTEN TO YOUR STAFF
Schedule several listening sessions or town hall meetings for your CEO, varied by either department and/or time of day. Present data to your CEO, such as from the aforementioned Northwestern study, to prove that these sessions or meetings are valuable for employees.
Besides offering updates on the integration, here are your main objectives:
- Manage staff expectations and correct any misinformation,
- Determine friction points by getting a sense of how well the integration is being accepted and implemented,
- Identify what elements of the culture are important to carry on, and
- Develop strategies to meet the vision of the new entity.
Share the information that you gathered with department heads, including IT and HR, to figure out how to address concerns and continue reaching integration goals.
WHAT TO SAY TO HEALTHCARE STAFF
First, it’s important to coordinate your efforts with the acquiring health system on key messaging. You’ll also need to write talking points for your CEO specific to your health system and train him/her on how to use them.
Hospital leadership may be restricted from revealing many details, but have them pass along what they can via email, intranet, etc., and do so on a regular basis, preferably no less than weekly. In addition, give talking points to department heads and team leaders to disseminate to their staffs and volunteers.
Above all else, maintain honesty and transparency, and have your CEO remain as visible as possible. Here are examples of talking points:
- Our goal is continuity of our day-to-day operations, not drastic, overnight changes.
- No personnel decisions have been made yet, but we will use the following criteria: [list]
- We will continue to share details with you first as we get them.
- The new entity will share a vision of [vision]. We want your input on how we can achieve this.
- We cannot complete the integration successfully without your help.