Four Questions for Veronica Zaman of Scripps Health

Four Questions for Veronica Zaman of Scripps Health


1. How important is the alignmewnt of the CEO and your department to Scripps’ success?

We are fortunate at Scripps with our CEO’s focus on the delivery of high quality, cost efficient care through the continued development of our greatest resource, our staff. The innovative collaboration of mission, vision and values with the learning environment maximizes the use of creative and technological resources to create a dimension of performance that will carry us into the next generation of healthcare organizations that are successful. The cost today for any initiative within a healthcare budget is closely scrutinized for the value proposition for our patients and our organization. This dynamic mandates that it is imperative that a trust relationship between the CEO and the learning vision are aligned and deliver on ensuring an environment that fosters innovation and cultivates creativity through a positive, supportive workplace where talent is valued and acknowledged. At Scripps, we believe the two greatest drivers of innovation are culture and people. The strong presence of learning and development is one of the reasons Scripps is a leader in patient care!

2. What is the impact of growing regulations and government oversight on your traning operations?

Training to address healthcare regulations has always been a major focus due to the very nature of the environment and the relationship with our patients and their outcomes. As the fnancial impact on health-care shifts, it is critical that more focused, less costly methods for meeting regulatory training requirements must be implemented. Aside from the fnancial challenges, the learning styles of our employees have become increasingly varied with the multi-generational employee base. The concept of one-size fts all is no longer applicable. The opportunity to create learning interventions that encompass the regulatory components into the general day-to-day workfow of our staff has become the “training” methodology of choice. The use of technology such as LMS and simulation labs has allowed a practical approach to applied learning, which is producing a high degree of consistency in delivery of care and thus improving quality outcomes. While the regulations present a challenge due to the increasing number of them and the documentation requirements, it can also be a catalyst to be more innovative in training.

3. In dealing with professional audiences (doctors, nurses, etc.) do you encounter any difficulty in getting them to show up for training/education?

 If we do not ensure there is a value return for our professional as well as those in non-professional positions in the learning experience, they will not “show up”, either in person or in interest in the training/ education project. We focus on “connecting the dots” of our training/education to the work they do each day in a manner that engages them in the subjects as well as the learning process. Interactive, less time intensive forums have stimulated a greater interest in setting the stage for a positive attendance from our professional audience. More and more of our professional teams are engaged in partnership to create a more efective learning process than ever before. Going to the practice world, seeing how they are working and engaging them in creating the learning intervention, has been our key to participation.

4. A tip for our readers?

Create the passion to learn by focusing on the intrinsic motivation factor – learning interventions that are self-fulflling and engaging in expanding knowledge and the capacity to be successful in achieving outcomes – personal and professional. Most importantly, understand that the success of any learning endeavor is to engage your interest as well as that of your audience. Your own passion and commitment will impact the experience!


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