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RWJ Hamilton is based in Hamilton, N.J.

With more than 70 percent of inpatient admissions initiated through RWJ Hamilton's emergency department, it is the community's "front door" to the hospital. In 1998, RWJ Hamilton implemented the "15/30" program, which guarantees that patients coming into the emergency department will see
 – more... a nurse within 15 minutes and a physician within 30 minutes. This program, combined with improvement in physician satisfaction, has improved patient satisfaction with the emergency department from 85 percent in 2001 to 90 percent in 2004, exceeding the national benchmark. In addition, emergency department volume has grown 100 percent from 1999 to 2003. With steadily rising volume over the last four years, RWJ Hamilton's emergency department is a market leader in the area. From 1999 to 2003, RWJ Hamilton has been New Jersey's fastest growing hospital and continues to improve its market share. For example, RWJ Hamilton's market share in cardiology has grown from approximately 20 percent in 1999 to nearly 30 percent in 2003; in surgery, its market share has increased from approximately 17 percent in 1999 to 30 percent in 2003; and market share in oncology has increased from approximately 13 percent in 1999 to above 30 percent in 2003. All employees are expected to provide customers with "Excellence through Service" and agree to uphold RWJ Hamilton's 5-Star Service Standards in eight areas including commitment to customers; commitment to co-workers; courtesy and etiquette; communication; privacy; and safety awareness. Employees are recruited, selected, and evaluated using these standards. RWJ Hamilton's senior leaders and staff are committed to improving community health through a number of activities, including financial contributions, charity care, education programs, health fairs, and screening services. Free health screenings are provided to more than 900 community residents per month. Donations to community organizations have increased to approximately $140,000 in 2003, up from approximately $80,000 in 1999. Charity Care Dollars have increased from approximately $5 million in 1999 to approximately $23 million in 2003. Community contributions by RWJ Hamilton staff members include serving meals at a local soup kitchen once a month, serving on 88 community boards, and raising nearly $100,000 for several local programs in 2003. opened a Center for Health and Wellness, located four miles from the hospital. The Center for Health and Wellness focuses on community wellness, education, and physical therapy.

Inpatient satisfaction with nursing and with nursing courtesy has improved from 70 percent in 1999 to more than 90 percent in 2004 and meets or exceeds the Press Ganey Top 10 percent level. (Press Ganey Associates provides nationally normed health care satisfaction measurements.) The results are further reinforced by the Gallup Community survey results, ranking RWJ Hamilton as having the "Best Nurses" among local competitors in 2000 and 2002. Medications such as aspirin and beta blockers, which help to reduce the heart's workload and lower blood pressure, commonly are used by hospitals to treat patients who have suffered a heart attack or congestive heart failure. From 2002 to 2004, patients receiving this treatment at RWJ Hamilton have performed better than those at the top 10 percent of hospitals evaluated by the Joint Commission on Accreditation of Healthcare Organizations. Results for patient mortality rates at RWJ Hamilton show steady improvement from 1999 to 2003, meeting the Agency for Healthcare Research and Quality (AHRQ) Best Level in 2003. For example, mortality rates for patients with congestive heart failure decreased from nearly 8 percent in 1999 to 2.5 percent in 2003. According to the QuadraMed Clinical Performance System, the expected rate in 2003 was 6.2 percent. (QuadraMed is a national organization providing comparative statistics for clinical operations.)
RWJ Hamilton's results for hospital-acquired infections, such as ventilator-associated pneumonia and urinary tract infections, all demonstrate favorable downward trends since 2000. For example, ventilator-associated pneumonia rates have decreased from approximately 10 per 1,000 device days in 2000 to two per 1,000 device days in 2004. This exceeds the top 10 percent of organizations as reported by the National Nosocomial Infection Surveillance, a comparative database for hospital-acquired infections. Between 2001 and the first quarter of 2004, RWJ Hamilton's many safeguards to prevent patients from receiving the wrong medication were successful in about 93 percent of cases, far exceeding the national median of approximately 64 percent. As a result of RWJ Hamilton's continuous investment in its technology, equipment, and facilities, occupancy rates have increased from 70 percent in 1999 to 85 percent in 2003 while the best competitor's rates ranged from approximately 57 percent in 1999 to nearly 60 percent in 2003. In the 2002 Gallup Community Survey of customer loyalty, RWJ Hamilton ranked first among all local competitors in all nine "positive" attributes, including most improved; most personal care to patients; advanced, state-of-the-art technology and equipment; best doctors; and best nurses. Seventy-three percent of customers said they were likely to use RWJ Hamilton again. Over the past four to five years, employee satisfaction has risen in a number of key areas. Satisfaction with benefits rose from nearly 30 percent in 1999 to slightly above 90 percent in 2003; satisfaction with leadership increased from nearly 90 percent in 1999 to almost 100 percent in 2003; satisfaction with participation in decisions grew from slightly above 40 percent in 1999 to 90 percent in 2003; and satisfaction with employee recognition has improved from 70 percent in 1999 to 97 percent in 2003. Retention rates for registered nurses as well as other employees show positive trends: registered nurse retention has improved from 94 percent in 2001 to 98 percent in 2003 and retention of other employees has gone from 80 percent in 2001 to 96 percent in 2003. Training hours for full-time employees has increased from approximately 38 hours in 2002 to approximately 58 hours in 2003.

To determine patient and customer preferences, RWJ Hamilton analyzes industry, customer satisfaction, and physician referral trends; examines market research, demographics, and information on competitors; and evaluates community surveys. Information is captured in a database called Voice of the Customer. Relying on its Excellence Through Service Leadership System; its Five Pillars of Excellence-People, Service, Quality, Finance and Growth; and its strategic planning process and associated measurement systems has helped RWJ Hamilton successfully develop and deploy objectives and detailed action plans throughout the organization. To improve key processes, meet patient and other customer needs, and achieve its overall vision, RWJ Hamilton uses its Organizational Performance Measurement System to track daily performance and operations. Key Performance Indicators are reviewed weekly by senior leaders, monthly by manager, and quarterly by all employees. RWJ Hamilton shares best practices and other organizational knowledge through a variety of methods, including the Learning Center Web site and a program called "Walk in My Shoes," in which employees spend time working in and learning the processes of an area or department other than their own.

RWJ Hamilton has a "zero tolerance" policy for unethical behavior. The principles of ethics are built into the 5-Star Service Standards to ensure integrity in every encounter. All employees are encouraged and empowered to report any potential breach of ethical standards anonymously through the Compliance Hotline or to the Corporate Compliance Officer. Clinical ethical concerns are addressed by a multidisciplinary group of physicians, employees, and administration. Ongoing communication by senior leaders about organizational performance helps to reinforce accountability, identify opportunities for improvement, and underscore a focus on results. Each Executive Management Team member, including the CEO, attends daily briefings in designated department areas to share current information with the staff and to answer questions. – lessMore from ZoomInfo » Employer Reviews Photos

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