Childrens Hospital Employee Engagement

1
Childrens HospitalEmployee Engagement

• Presented to
• OD Network
• March 22, 2006

2
You can dream, create, design and build the most
wonderful place on earth, but it requires people
to make that dream a reality. Walt Disney
3
Employee Engagement Survey
4
Purpose/Objective

• Measure What Matters Find out what matters most
  to our staff, especially perceptions that drive
  behaviors.
• Establish a Trendline Generate benchmarks to
  show how were getting better.
• Prioritize Our Key Drivers Identify the
  components of employee engagement that are unique
  to Childrens.
• Target Improvement Set goals.
• Use the Data to Make Change Identify
  interventions, action plans and approaches for
  achieving goals.

5
Employee EngagementWhat is it?

• While employee satisfaction is important, it is
  not as critical to organizational effectiveness
  as engagement.
• Engagement is a combination of satisfaction,
  commitment, pride, loyalty, a strong sense of
  personal responsibility, and a willingness to be
  an advocate of the organization. It has a
  consistent and predictable impact on behavior.
• When staff members are fully engaged, they are
  more productive, committed and conscientious.

6
Methodology

• On-Line Survey
• All Employees except Physicians
• 5 Point Scale
• Totally anonymous and confidential
• Identify work groups demographics

7
Results

• Employee Engagement Index
• Survey Dimensions
• Teamwork
• Trust
• Quality
• Communication
• Recognition/Rewards
• Individual Questions

• Personal Growth Development
• Future/Vision
• Service Quality
• Compliance
• Involvement Belonging

8
Employee Engagement IndexHow is it measured?
A combination of the responses to three
engagement items

• Overall, I am extremely satisfied with Childrens
  as a place to work.
• I would gladly refer a good friend or family
  member to Childrens for employment.
• I rarely think about looking for a new job with
  another company.

9
Priority Issues

• 2004 Priorities
• Communication
• Recognition
• Future/Vision
• Empowerment
• Service Quality
• Growth and Development

• 2005 Priorities
• Communication
• Recognition and Rewards
• Trust
• Future/Vision
• Service Quality
• Involvement and Belonging
• Growth and Development

10
Action Planning
11
9 Steps for Sure-Fire Improvement

• Prioritize Results
• Drive Down Key Results
• Set High Standards of Comparison
• Share Results Openness Wins
• Goal Setting
• Develop an Action Plan
• Share the Plan
• Monitor and Support Progress
• Re-survey, Refine and Repeat the Process

12
Factors that Inhibit Improvement
13
(No Transcript)
14
Factors that Inhibit Improvement

• Old data immediate feedback is far superior.
• Over emphasis on normative comparisons
  comparisons to average do not stimulate
  progress toward excellence.
• Poor prioritization (misguided or too many)
  confusing messages about whats most important
  diffuses focus.
• Any breech in the confidentiality or anonymity of
  the individual respondent.
• Failure to share overall results in a manner that
  is not perceived as completely open and honest.
• Less than full participation and buy in from
  top management.
• Failure to drive down the results to all levels
  of management.

15
Organization-Wide Impact
16
Army of Nurses
17
Culture

• New employees are welcomed into
  Childrens. 4.14
• I feel that I am part of a team. 4.00
• I have a direct supervisor who cares about
  me. 4.03
• I believe in the values of Childrens. 4.43

18
So that all children may have a better chance to
live...