Break Through the Engagement Plateau · Quicken Loans’ “ISMs” Are More Than Word Play Company...

Break Through the

Engagement Plateau

HR Advancement Center

©2018 Advisory Board • All Rights Reserved • WF714394-c 07/18

ROAD MAP2

A Different Approach to Employee Engagement1

2 Six Levers to Advance Your Desired Culture

3 How Do You Measure Culture?

http://www.advisory.com/


3

A National Report Card on Staff Engagement

Source: Advisory Board Survey Solutions Employee Engagement National Database, 2017.

1) Benchmark includes a representative national panel sample of over

2,000 respondents in industries outside of health care from 2015.

Trends in Engagement and Disengagement in

Advisory Board’s National Survey Solutions Cohort

Percentage by Calendar Year of Survey Administration

5.4% 6.5% 5.6% 5.5% 5.8% 5.0% 4.7% 4.9%

36.2%39.0%

40.8% 41.1% 40.5% 41.3%43.2% 43.9%

2010 2011 2012 2013 2014 2015 2016 2017

Employee

Engagement,

Non-Health Care

Respondents1

20%

Comparative Benchmark

Percent

Engaged

Percent

Disengaged



4

A Continued Upward Trend Feels Far from Certain

Source: HR Advancement Center interviews and analysis.

Potential Root Causes

It feels increasingly difficult to sustain (and improve) employee engagement

Fewer “low-hanging fruit” opportunities to improve engagement

Challenging operating

environment

Managers are

overloaded ?



5

Reconsidering Our Past Research

Source: HR Advancement Center, Achieving Breakthrough Engagement, Washington, DC: Advisory Board, 2007.

Two Distinct Approaches to Improving Engagement Circa 2007

Top-Opportunity

Approach

Employee Value Proposition

(EVP) Approach21

Marshall survey data to

identify top opportunities for

improvement, deploy tactics

in response; measure the impact

of these tactics with the next

employee survey

Deploy a series of tactics that

support a defined employee

value proposition that speaks

to a shared set of cultural tenets

or values



6

The EVP-Driven Approach in Action

Source: HR Advancement Center research.

IMA

GE

CR

ED

IT: T

HE

IN

QU

ISIT

R N

EW

S.



7

The EVP-Driven Approach in Action

Source: “Recreational Equipment, Inc. (REI),” Great Place to Work Institute, 2018,

http://reviews.greatplacetowork.com/recreational-equipment-inc-rei; “Mapping the Best Companies,”

Fortune, 2018; “REI is a Best Place to Work,” REI, 2018; HR Advancement Center interviews and analysis.

Company in Brief: Recreational Equipment, Inc. (REI)

• Member-owned co-operative retailer specializing in outdoor clothing and

equipment; headquartered in Kent, WA, with 12,970+ employees

• REI deploys a series of employee benefits and initiatives to support its core

values; for example, every six months employees receive a day off to spend

time outside and reconnect with their purpose for working at REI

• REI is currently #38 on FORTUNE’s 100 Best Companies to Work For®; its

workplace policies regularly afford it media attention

http://www.advisory.com/http://reviews.greatplacetowork.com/recreational-equipment-inc-rei


8

A Primer on the EVP Approach to Driving Engagement


Key Components

z

Isolate cultural

tenets that will

attract and inspire

the workforce

you need

2

Communicate

your EVP in a way

that “speaks to”

your desired talent

3 4

Define and pursue a

strategy to bring

your EVP to life for

your employees,

every day

1

Determine the

talent your

organization

needs to succeed

in the market


9

REI’s Black Friday Move Far from a Gimmick

We care about what you care about

Funded Management Volunteer Time:

Managers paid for eight volunteer hours per month

Staff-Led Service Outings:

Employee-organized community service outings

Gear Grants:

$300 of REI-brand gear given to employees

for self-planned outdoor challenge

Yay Day:

Paid day for all REI employees to spend time in

the outdoors or to complete a stewardship project

#OptOutside:

Close all company stores on Black Friday and

pay employees to go spend time outside

Non-profit Clubhouse Privileges:

Donation of store space for non-profit meetings

Skill Clinics:

Employees present free clinics on

outdoor topics of personal expertise

Source: REI, https://rei.jobs/careers/MicroSiteCulture; Jacobson, E, “REI Sets the Example For Creating And Living Core Values,”

Eric Jacobson on Management and Leadership, January 22, 2012, http://ericjacobsononmanagement.blogspot.com/2012/01/rei-

sets-example-for-creating-and.html; HR Advancement Center interviews and analysis. ©2018 Advisory Board • All Rights Reserved • WF714394-c 07/18

https://rei.jobs/careers/MicroSiteCulturehttp://ericjacobsononmanagement.blogspot.com/2012/01/rei-sets-example-for-creating-and.htmlhttp://www.advisory.com/


10

Every Organization Has a Culture


How Cultures Emerge

Develops on its own as a

product of employees’

work styles, behaviors

Defined by select

number of deliberately-

chosen core attributes

Default Culture Differentiated Culture

CULTURE:The shared set of values that guides all employee behavior and

actions—how they treat one another, and how they do their work.



11

No Clear Path from Default to Differentiated


Key Barriers to Deliberately Shaping Your Culture

Default Culture

Develops on its own as a

product of employees’

work styles, behaviors

Defined by select

number of deliberately-

chosen core attributes

Differentiated Culture

Pressure to be all

things to all people

Wide range of

influences on culture

Limited resources

to invest in culture



12

How to Shift Towards a Differentiated Culture

Source: HR Advancement Center research and analysis.

Lesson:

Use Talent Management to

Shift Your Culture Toward

Your Aspiration

Lever #2: Performance

Management

Lever #3: Leader

Development

Lever #4: Hiring

Lever #5: Senior Leader

Role Modeling

Lever #6: Positive

Peer Pressure

Make Your Cultural

Aspiration the New Normal

1 2 3

Clarify Your

Cultural Aspiration

Lever #1: Deliberate

Organizational Values

Pressure to be all

things to all people

Wide range of

influences on cultureBarrier:



13

A Principled Approach to Betting on Culture


Two Recommendations to Focus Your Culture Investments

Pick 1-2 Levers

Where You’ll Go “All In”

Dial up the impact of select

levers where your organization is

already strong, and early signs

point to a likely return

Lay Down Table Stakesfor Each Lever

Get each lever to a point where

(at a minimum) it won’t stand in

the way of influencing your

desired culture



14

Your Culture-Building Roadmap




ROAD MAP15

A Different Approach to Employee Engagement1

2 Six Levers to Advance Your Desired Culture

3 How Do You Measure Culture?



16

Deliberate Organizational Values

LEVER

1



17

Values With an Edge


Sample Organizational Values

“Grow our business in a

way that makes us proud”

“Create fun and a little

weirdness”

“We think customer” “You can make money

without doing evil”

“We eat our own dog food”

“Get out there”



18

Could Your Organizational Values

Better Advance Your Desired Culture?




We share our values with candidates

and feature them in new-hire orientation.

We have specific recognition programs tied to our values.

Our values are incorporated into

performance evaluations for all staff.

We have seven (or fewer) values.

We have translated our values into

specific, observable behaviors.

Staff reference our values in their

day-to-day work and conversations.

Leaders frequently highlight our values in organization-

wide communications and other interactions with staff.

Leaders and staff can name specific instances

where our values influenced decisions or trade-offs.

We can name more than one worthy value

that we deliberately did not include in our list.

Our values are so direct and clear that they

do not speak to all candidates or team members;

they are most compelling for the talent we’re

trying to attract and inspire.



19




Embed a Consistent

Set of Values Across

Your Organization

Make Values Pithy

and Memorable

Strategies to Move Up the Spectrum

1

2

Use Values to

Differentiate Your Culture

from Your Competition’s

3

Table

Stakes

Status

Quo

























20

Quicken Loans’ “ISMs” Are More Than Word Play

Strategy 2: Make Values Pithy and Memorable

Source: Quicken Loans, Detroit, MI; HR Advancement Center interviews and analysis.

Sample Tactics That Ensure

“ISMs” Guide Behavior

► Senior leaders facilitate day-

long values session at orientation

► Employees can award 16 unique

recognition cards (one per “ISM”)

to colleagues whose behavior is

consistent with “ISMs”

► New hires receive specific,

real-life examples of what it looks

like to live (or not live) each “ISM”



21

Quicken Loans’ “ISMs” Are More Than Word Play

Company in Brief: Quicken Loans

• Privately held financial services firm with 17,000 employees based in

Detroit, MI, with offices across the United States

• Employee value proposition focused on being a customer-oriented

workplace with action-oriented people; leaders introduce and reinforce

16 core values known as “ISMs” to guide employee behavior

• Training on “ISM” values includes examples of specific employee

behaviors that do and do not embody the values

• Recipient of numerous accolades for status as a top employer (ranked on

FORTUNE’s 100 Best Companies to Work For® list for the last 15 years;

2017 rank was #14) and successful business (J.D. Power ranked Quicken

Loans first in the nation for four years running for client satisfaction among

mortgage providers)




22

Translating “The Inches We Need Are

Everywhere Around Us” for New Employees


From: Smith, Sabrina

To: Gilbert, Dan

Subject: Urgent!

Hi Dan, I’m e-mailing you directly because I

don’t know if facilities is here today and this is

something that is of utmost importance. I just

left a priority message for facilities as well.

Here’s a picture of what the garbage

dumpsters directly in front of the building

looked like today at Laurel Park.

Thank you,

Sabrina

Excerpts from Quicken Loans’ Orientation Manual

From: Gilbert, Dan

To: All Company

Subject: Urgent!

Beautiful find by Sabrina.. This is what I call

“High Level”…This kind of stuff is what makes

us great…This is why we continue to grow

and have become the special place we are

today…People who care. Awareness.

Eyeballs. A willingness to spend a couple of

minutes to MAKE IT BETTER.

EXECUTION….You know Danny Pack and

his great people will address this and make it

right.

Thank you Sabrina!!

IMAGE CREDIT: QUICKEN LOANS.

----Original message----

From: [mailto:@finbank.com]

Sent: Wednesday, March 10, 2017 12:22PM

Subject: Out of Office Auto Reply

I will be unavailable between 9:00 & 11:00, if

this e-mail needs immediate attention. Please

forward to Jane Jones. Thank you!

Example of real employee

email to company chairman

complaining of overflowing

dumpster

Chairman replies with

organization-wide email

praising employee for her

initiative

Example of out-of-office

email illustrating common

email pitfalls (e.g., missing

contact information)

http://www.advisory.com/mailto:[mailto:@finbank.com]


23

Which Values Will Differentiate Your Organization?

Strategy 3: Use Values to Differentiate Your Culture from Your Competition’s


An Enjoyable

Place to Work

Your Ideas

Inspire ActionWork with the Best

Your Home Away

from Home

Work for a World-

Class Manager

Build a Long-Term

Career Here

A Personal Stake in

Organizational Success

Competitive

Compensation

Take Care of the

Whole Employee

Access to Cutting-

Edge Technology

Make a Difference in

Your Community

Commitment to

Excellence

Example Organizational Values



24

Defining a Differentiated EVP

Source: Advisory Board Survey Solutions research and analysis.

POTENTIAL EVP

BUILDING BLOCKS

RECOMMENDED EVP

BUILDING BLOCKS

Quantitative Screens:

1. Is it important to your top

talent cohort?

2. Does top talent value it more

than bottom?

3. Is it a top impact driver of

engagement?

4. Is it a natural strength?

Qualitative Screen:

5. Does this differentiate you in

your job market?

Five Screens to Isolate a Discrete Set of Core Values



25




Signs of

Likely ROI

The talent you

most want to

attract and

inspire has distinct

preferences

about their work

environment

Your executive

team is willing to

outperform on a

subset of values

(and perform

“well enough”

on the others)

Embed a Consistent

Set of Values Across

Your Organization

Make Values Pithy

and Memorable

Strategies to Move

Up the Spectrum

1

2

Use Values to

Differentiate Your

Culture from Your

Competition’s

3

Table

Stakes

Status

Quo

























26



Lesson: 1

Clarify Your

Cultural Aspiration



Pressure to be all

things to all peopleBarrier:



Your Aspiration


Management

Lever #3: Leader

Development

Lever #4: Hiring


Role Modeling

Lever #6: Positive

Peer Pressure

Make Your Cultural


2 3

Wide range of




27

Performance Management

LEVER

2



28

Tying Monthly Peer Feedback to Pay

Source: Talbot, Shannon, “Peer Review Drives Compensation at Johnsonville,” Workforce, http://www.workforce.com/

1994/10/01/peer-review-drives-compensation-at-johnsonville/; HR Advancement Center research and analysis.

Johnsonville Foods’ Monthly Peer Review Process

Every six months,

employees write

formal performance

goals, post them on

the intranet

Employee writes

interim monthly goals

Employee meets

goal, receives bonus

for that monthColleagues fill out survey each

month to evaluate employee

performance against goal

Employee doesn’t

meet goal; receives

coaching, no bonus

for that month

Employee picks three colleagues

with high visibility into his or her

work to provide monthly feedback

10-25% of employee base compensation

derived from peer-determined bonuses

http://www.advisory.com/http://www.workforce.com/


29

Tying Monthly Peer Feedback to Pay

Source: “About Us,” Johnsonville, http://www.linkedin.com/company/Johnsonville-sausage/; Talbot,

Shannon, “Peer Review Drives Compensation at Johnsonville,” http://www.workforce.com/1994/10/01/peer-

review-drives-compensation-at-johnsonville/; HR Advancement Center research and analysis.

Company in Brief: Johnsonville Foods

• Food production company headquartered in Sheboygan Falls, WI, with 1,800 employees

• In 1992, introduced new employee compensation system to give employees greater

transparency into pay and greater clarity regarding what they can do to increase it

• Peer review a key component in performance management and Great Performance Share

bonus system; at the beginning of each month, each employee writes goals that align with

four company values (a noticeably better product, outstanding financial results, outstanding

customer service, and outstanding people) and selects three internal customers to provide

feedback based on performance that month; employees also post their contracts to a

company-wide bulletin board so anyone can comment on them

• Peer teams distribute bonus dollars across team based on individual bonuses; at the time

this practice was introduced, bonuses can account for up to 25% of employee base pay

http://www.advisory.com/http://www.linkedin.com/company/Johnsonville-sausagehttp://www.workforce.com/1994/10/01/peer-review-drives-compensation-at-johnsonville/


30

Could Performance Management



Lever #2: Performance Management

All of our recognition programs map to our values.

Every staff member’s performance review contains

a qualitative section with specific, observable

behaviors derived from our values.

Staff have a formal (but easy) way to

recognize peers who embody specific values.

We have specific awards for staff who are true

exemplars of our values; these award recipients are

nominated, carefully vetted, and then widely celebrated.

The behaviors section of the performance review

impacts pay for all staff.

Staff receive specific, accurate feedback from their

manager on behaviors at least three times per year.

Staff receive specific, accurate feedback

on these behaviors at least monthly.

All staff receive specific feedback annually about

how well they meet behavioral expectations.



31



Lever #2: Performance Management Strategies to Move Up the Spectrum

Attach Meaningful Consequences

to How Well Each Staff Member

Demonstrates Organizational Values

Democratize Sources of

Feedback on Values4

2

Equip Managers to Provide

Accurate Feedback to All Staff

About How Well They Model the

Organization’s Values

1

Repurpose Time from the Annual

Review for Ongoing Feedback

Throughout the Year

3


Every staff member’s performance review contains

a qualitative section with specific, observable

behaviors derived from our values.




exemplars of our values; these award recipients are

nominated, carefully vetted, and then widely celebrated.









Table

Stakes

Status

Quo




32

Help Managers Share Feedback on Behavior

Strategy 1: Equip Managers to Provide Accurate Feedback to All Staff About How Well They Model the Values


HR Advancement Center Resources

• Five criteria to evaluate

behaviors section of the

performance evaluation

• Criteria include whether

behaviors are specific,

written in plain English

• Facilitation guide (including

scenarios and discussion

questions) for HR to lead

a session for managers

• Skills taught include how

to prepare for and deliver

difficult feedback

• Conversation roadmap

and scripting

• Helps managers prepare

and deliver qualitative

performance feedback

• Includes list of common

pitfalls with guidance to keep

the conversation on track

Give managers a yardstick

against which they can

evaluate staff on behaviors

Increase manager comfort

and competence at

delivering qualitative

feedback about behavior

Ensure managers have

effective conversations with

staff about their behavior

Audit to Assess Whether

Behaviors Section Needs

Greater Specificity

(see pages 52-54 in Must-Do

Steps for Trustworthy

Performance Evaluations)

Difficult Feedback Role Play

(see pages 37-54 in HR’s

Guide to Accurate Evaluations)

Keep Difficult Performance

Conversations on Track

(see pages 17-19 in The

Manager’s Guide to Accurate

Evaluations)

Tools for HR Tool for Managers

Tool

Goal

Description

http://www.advisory.com/https://www.advisory.com/research/hr-advancement-center/studies/2014/must-do-steps-for-trustworthy-performance-evaluationhttps://www.advisory.com/research/hr-advancement-center/resources/2014/hrs-guide-to-effective-evaluationshttps://www.advisory.com/research/hr-advancement-center/resources/2014/managers-guide-to-accurate-evaluations


33

Adding a Bit of Extrinsic Motivation

Strategy 2: Attach Meaningful Consequences to How Well Each Staff Member Demonstrates the Values



Use PTO as a meaningful

consequence when behaviors

(do or don’t) meet the standards

Tie staff compensation

to performance on behaviors

Give meaningful feedback to

physicians on behaviors

Time-Based Incentives

(see pages 72-74 in Hardwiring

Accountability at the Front Line)

Differentiated Frontline Merit Pay

(see pages 68-71 in Hardwiring

Accountability at the Front Line)

Add Behaviors to

Physician Incentive Plans

(see pages 59-61 in Must-Do

Steps for Trustworthy


Examples of Incentives

Tool

Goal

http://www.advisory.com/https://www.advisory.com/research/hr-advancement-center/studies/2012/hardwiring-accountability-at-the-front-linehttps://www.advisory.com/research/hr-advancement-center/studies/2012/hardwiring-accountability-at-the-front-linehttps://www.advisory.com/research/hr-advancement-center/studies/2014/must-do-steps-for-trustworthy-performance-evaluation


34

Physician Incentives Tied to

Behavioral Feedback at Intercede Health

Hospitalists’ Incentive Plan

at Intercede Health

Excerpt of Behavioral Criteria

25%

25%

50%

Quality Metrics

Behavioral

Score

RVU1

Productivity

Rating Interpersonal Skills

1

Is a constant source of friction for the team.

Never assists with extra work. Constantly

having poor interactions with patients and staff.

2

Often has conflict with other members of team.

Will begrudgingly assist with extra work when

asked. Often has poor interactions with patients

and staff.

3

Gets along with other members of team.

Will step in to help with extra work when

asked. Has no consistent issues with patient

and staff interactions.

4

Works well in team environment. Generally

steps in if extra help is needed. Generally

pleasant with patients and staff.

5

Consummate team player. Always can

be counted to step in for extra work without

complaint. Always pleasant in interactions

with patients and staff.

1) Relative Value Unit.

Source: Intercede Health, Houston, TX; HR Advancement Center, Must-Do Steps

for Trustworthy Performance Evaluations, Washington, DC: Advisory Board, 2015.



35

Physician Incentives Tied to

Behavioral Feedback at Intercede Health

Case in Brief: Intercede Health

• Hospitalist management company based in Houston,

Texas; employs approximately 80 hospitalists

• Financial incentive structure incorporates both

outcome-based and behavior-based evaluation

• Standardized rating grid clearly defines expectations across

five key behavioral performance areas: Excellence/Quality

of Care, Communication Skills, Interpersonal Skills,

Reliability/Accountability, and Hospital Citizenship

Source: Intercede Health, Houston, TX; HR Advancement Center, Must-Do Steps

for Trustworthy Performance Evaluations, Washington, DC: Advisory Board, 2015.



36

Virtua Frees Up Manager Time with a Shorter Review

Strategy 3: Repurpose Time from the Annual Review for Ongoing Feedback Throughout the Year

Five Steps to Reduce the Review to

Crucial Components

Stopped asking leaders to grade staff on 33

individual behaviors or job duties1

Limited the number of open-text questions2

4Got rid of job description/position specific

requirements section

3Condensed three separate future objectives

sections into one Development Plan section

5Stopped grading individual values in favor

of one Virtua Experience section

FOR STEP-BY-STEP GUIDANCE, access

Shift from Annual Performance Management

to Continuous Feedback at advisory.com

Source: Virtua, Marlton, NJ; HR Advancement Center, Shift from Annual Performance

Management to Continuous Feedback, Washington, DC: Advisory Board, 2017.

http://www.advisory.com/https://www.advisory.com/research/hr-advancement-center/studies/2017/shift-to-continuous-feedback


37

Virtua Frees Up Manager Time with a Shorter Review

Source: Virtua, Marlton, NJ; HR Advancement Center, Shift from Annual Performance

Management to Continuous Feedback, Washington, DC: Advisory Board, 2017.

Case in Brief: Virtua

• 3-hospital nonprofit health care system headquartered in Marlton, New Jersey

• Previously had multi-page Best People Review (BPR) forms for different

groups in the organization (clinicians, managers, frontline staff)

• In 2016, streamlined annual review to one, standard page used

across the entire organization

• New BPR focuses on overall performance, contributions to Virtua’s

“Star Model,” Virtua-wide requirements, and development goals

• Staff fill out substantial portion of the form before sending to their managers to complete

• HR Business Partners delivered new form to their client groups; communicated “the why”

behind the change; provided samples of completed BPRs relevant to client groups

• HR created a toolkit for leaders across the organization with

new forms and resources (stored in SharePoint site)



38

Defining the “Continuous” in Continuous Feedback

Number of Direct Reports

Nu

mb

er

of

Ch

ec

k-I

ns p

er

Ye

ar

Feasible Number of Check-Ins per Year

Low High

Low

High

12

4

2

Out-of-

industry

goal

Health

care goal

Minimum

6

8

10




39

Making Peer Feedback Easy at Patagonia

Strategy 4: Democratize Sources of Feedback on Values

Source: Patagonia, Ventura, CA; HR Advancement Center, Shift from Annual

Performance Management to Continuous Feedback, Washington, DC: Advisory Board, 2017.

Patagonia’s Peer Feedback Platform



40

Making Peer Feedback Easy at Patagonia

Source: Patagonia, Ventura, CA; HR Advancement Center, Shift from Annual

Performance Management to Continuous Feedback, Washington, DC: Advisory Board, 2017.

Case in Brief: Patagonia

• American clothing company headquartered in Ventura, CA; designs outdoor clothing

and gear for: climbing, surfing, skiing/snowboarding, fly fishing and trail running; rated

by Forbes as one of the 15 best places to work in retail in 2016

• In 2015 Patagonia partnered with HighGround and developed its “Regenerative

Performance” process which centers around annual target and quarterly stretch

goals, employee initiated quarterly check-ins, and crowdsourced feedback

• Through HighGround staff can request feedback from their peers any time based on

a specific project or event

• HR provides peers with two prompts, one positive and one constructive, to provide

feedback; staff ideally get feedback from one peer every few weeks

• Patagonia has been able to track utilization of their tools using HighGround and found that

about three quarters of staff have scheduled at least one check-in during the first year and

half of staff have used the peer feedback tool in the first six months



41




Lever #2: Performance Management

Signs of

Likely ROI

Managers’

spans of

control make

frequent

feedback

realistic

Managers

are strong

coaches


Every staff member’s performance review

contains a qualitative section with specific,

observable behaviors derived from our values.




exemplars of our values; these award recipients

are nominated, carefully vetted, and then widely

celebrated.









Strategies to Move

Up the Spectrum

Attach Meaningful Consequences

to How Well Each Staff

Member Demonstrates


Democratize Sources of

Feedback on Values4

2

Equip Managers to Provide

Accurate Feedback to All Staff

About How Well They Model

the Organization’s Values

1

Repurpose Time from the Annual

Review for Ongoing Feedback

Throughout the Year

3

Table

Stakes

Status

Quo



42

Leader Development

LEVER

3



43

A Frontline Manager Who Is “All In”


“It’s a running joke that if I walk onto any unit in the

hospital, I’ve hired at least half the nurses there.”

Nurse Manager

A Med/Surg Unit’s Transformation

…from Revolving Door… …to Fertile Training Ground

Invest in additional education

and development opportunities

for new graduates

Redefine turnover as

departures from hospital

Train new nursing

graduates to be successful

on med/surg unit

Define turnover as

departures from unit



44

Scope of Manager Role Outpacing Support

Manager as Change Agent

Focus: Organizational

Transformation

• Strategy translation

• Behavior change

• Vision setting

• Innovation

Evolution of the Health Care Manager Role

Manager as Unit CEO

Focus: Team Outcomes

• Process improvement

• Clinical outcomes

• Cost management

• Unit productivity

Focus: Team Outcomes

• Process improvement

• Clinical outcomes

• Cost management

• Unit productivityManager as Supervisor

Focus: Staff Management

• Unit scheduling

• Team supervision

• Performance evaluations

• Training and coaching


• Unit scheduling





• Unit scheduling







45


Could Leader Development Better

Advance Your Desired Culture?

Lever #3: Leader Development

We can cite specific examples of times when we chose not to

promote managers who produced impressive outcomes but

weren’t cultural exemplars.

Managers create such strong team cultures that they gain an

organization-wide reputation as the place to work.

Managers confidently handle the vast majority of instances

where their staff are not contributing to the desired culture

and rarely rely on HR as a go-between.

Managers have meaningful interactions with every direct

report (so they’re able to directly model our culture).

We have a formal way (e.g., engagement survey questions, 360

feedback) to identify managers who don’t have a positive impact

on their team’s culture.

We mandate a specific intervention (e.g., 1:1 coaching) for all

managers whose team cultures fall below a pre-determined

threshold (for example, as measured via an engagement survey).

Managers identify instances where staff behavior does not

align with our culture and share specific feedback with staff.

Our leadership competency model highlights leaders’

contribution to shaping our culture.

Managers devote time to team-building and other activities that

have a positive impact on their team’s culture.




46


Could Leader Development Better

Advance Your Desired Culture?


Scope the Manager Role to Enable

a Deliberate Focus on Culture 4

3 Provide Targeted Support for Struggling Managers

Equip Managers with In-the-Moment

Tools to Coach Staff on Behavior2

Show All Staff What It Means

to Be a Leader Here1

Help Managers Uncover and

Resolve Conflicting Incentives5

Status

Quo

Table

StakesWe can cite specific examples of times when we chose not to

promote managers who produced impressive outcomes but

weren’t cultural exemplars.

Managers create such strong team cultures that they gain an

organization-wide reputation as the place to work.






We have a formal way (e.g., engagement survey questions, 360

feedback) to identify managers who don’t have a positive impact

on their team’s culture.

We mandate a specific intervention (e.g., 1:1 coaching) for all

managers whose team cultures fall below a pre-determined

threshold (for example, as measured via an engagement survey).





Managers devote time to team-building and other activities that

have a positive impact on their team’s culture.




47

Defining Leaders’ Responsibility for Shaping Culture

Strategy 1: Show All Staff What It Means to Be a Leader Here



Best practice for building

a set of core leadership

competencies that reflects

the organization’s current

strategy and values, future

needs and objectives

Example of leadership

competency model tiered by

leadership level: manager,

director, and executive

• Online tool to assess leader

strengths and development

needs across key leadership

competencies

• Specific to health

care leaders

Align expectations for leaders

with actual organizational

priorities and values; assess

leadership performance in the

context of advancing the

strategic plan

Ensure leaders at all levels

know how they are

responsible for shaping the

organization’s culture

Assess managers’ skill

and effectiveness at

representing and translating

the organization’s culture

for their teams

Strategy-Driven

Competency Alignment

(see pages 45-61 in Elevating

Leadership Performance)

Gundersen Health

System’s Tiered Leadership

Competency Model

(see pages 56, 75-78 in

Must-Do Steps for Trustworthy


Leadership Competency

Diagnostic (online tool)

Three Resources

Tool

Goal

Description

http://www.advisory.com/https://www.advisory.com/research/hr-advancement-center/studies/2005/elevating-leadership-performancehttps://www.advisory.com/research/hr-advancement-center/studies/2014/must-do-steps-for-trustworthy-performance-evaluationhttps://www.advisory.com/research/hr-advancement-center/tools/2012/leadership-competency-diagnostic


48

The Low-Tech Option for Plug-and-Play Tools

Strategy 2: Equip Managers with In-the-Moment Tools to Coach Staff on Behavior



Templates, checklists, and

discussion guides to help

managers effectively

onboard new employees

Toolkit designed to help

managers make the most

of their opportunities to

engage their staff

Seven tools that equip

managers to more

accurately evaluate staff

Orient new staff to

organizational norms and

expected behavior

Ensure staff understand

how their work supports

organizational values

Give staff accurate

performance ratings and

feedback about their behavior

The Manager's Guide to

New Hire Onboarding

The Manager's Guide

to Engaging Staff

The Manager's Guide to

Accurate Evaluations

Three Manager Toolkits

Tool

Goal

Description

Example

Tools

#5: Manager-New Hire

Discussion Guide for

First Check-In

#6: Manager-New Hire

Discussion Guide for

30/60/90 Days Check-Ins

#7: Discussion Guide

Mid-Year Check-Ins

#8: Start-Stop-Continue

Conversation Guide

#9: Guide for Delivering

Difficult Feedback

#10: Stay Interview

Discussion Guide

#2: Prepare a Watertight

Outline for Delivering

Feedback

#3: Keep Difficult

Performance

Conversations on Track

http://www.advisory.com/https://www.advisory.com/research/hr-advancement-center/studies/2014/manager-guide-to-new-hire-onboardinghttps://www.advisory.com/research/hr-advancement-center/studies/2017/managers-guide-to-engaging-staffhttps://www.advisory.com/research/hr-advancement-center/resources/2014/managers-guide-to-accurate-evaluations


49

A Streamlined Portal for the Busy Manager

Interface built

around what

managers want

to do

Upcoming Teleconference

Interview with our experts:

Tactics for your stress

Guides for Difficult Conversations Give difficult

feedback – to a

peer

Tool CategoryTool Category

Recently Used

Difficult Conversations

Managing Change

Self Management

Team Leadership

Upward Management

Give difficult

feedback – to

staff

Give difficult

feedback – to

your boss

Say “No” to a

request – to

your boss

Respond to a

conflict between

Search the Toolbox

Review

Recommended

Resources

Find a Tool

Difficult Conversations – All Tools

Source: Advisory Board research.

Easy to find

previous work

Interactive index

directs user to most

relevant tool

Key Elements of The Manager Toolbox



50

Identifying High and Low Performers


Identifying High- and Low-Performing

Managers Using Two Metrics

Strategy 3: Provide Targeted Support for Struggling Managers

Additional Metrics to Consider

• Performance rating

• Score on specific

engagement survey question

• Key outcome for unit/department

• ________________

• ________________

Low

High

Manager

Effectiveness

Score

Team Engagement Score

(Compared to Peers or

National Benchmark)

High

Low Performers

High Performers



51

Supporting Struggling Managers with Peer Mentors

Source: Kettering Health Network, Dayton, OH; Advisory

Board Survey Solutions interviews and analysis.

Department % Engaged

Gap to BM on

“Manager Open

to Input” Driver

3 North 100% 5.4%

Ortho 93% 3.1%

Nutrition 85% 13.5%

Pharmacy 80% 7.8%

Cardiology 65% 1.4%

Lab 55% 2.1%

Radiology 55% 0.4%

6 South 33% -1.5%

Endoscopy 33% -3.8%

Respiratory 25% -14.7%

Speech 20% -11.0%

Representative Manager Segmentation at Kettering Health Network

Top 20% on

percent engaged

serve as mentors

Bottom 30% on

percent engaged

paired with mentor

Which opportunities among

mentees lend themselves to

peer support?

Additional Criteria Used to

Assign Good-Fit Mentors

Which mentor is naturally strong

at a mentee’s weakness?

Whose operating

circumstances are similar?



52

Source: Kettering Health Network, Dayton, OH; Advisory

Board Survey Solutions interviews and analysis.

Supporting Struggling Managers with Peer Mentors

Case in Brief: Kettering Health Network

• Eight-hospital health system with over 120 outpatient

facilities headquartered in Dayton, OH; employs

nearly 12,000 employees and 2,100 physicians

• Piloting high-performer mentorship program

to better support lower performers

• Top 20% on percent engaged serve as mentors,

bottom 30% on percent engaged paired with peer

mentor; mentors asked to meet with mentees on a

monthly basis to provide ongoing support

• 81st percentile for percent engaged; winner of

Advisory Board Workplace of the Year award



53

Two Proven Models to Alleviate the Overload


Strategy 4: Scope the Manager Role to Enable a Deliberate Focus on Culture


ACCESS READY-TO-USE

span of control business case slides here

Shrink the number of direct reports

per leader to give leaders more time

to focus on culture

Shrink the number of responsibilities

per leader to give them more time to focus

on culture

Unit Microsystem

(see page 31 in Drive Organizational

Change—Without Overloading Managers)

Specialist Carve Out

(see page 37 in Drive Organizational

Change—Without Overloading Managers)

Model #1

Resource

Goal

Description

Model #2

Divide units into “microsystems”; microsystem

leaders own all people management for their

respective microsystem

Identify specific set of responsibilities that

managers struggle with and transfer them

to a dedicated expert

Signs This Model

Is Right for Your

Organization

• Spans of control greater than

the median benchmarks

• Low frontline staff engagement

• High frontline staff turnover

• Poor performance on key outcomes

(e.g., quality metrics)

• Critical non-people management work

not happening (e.g., data tracking,

business functions)

http://www.advisory.com/https://www.advisory.com/research/hr-advancement-center/studies/2017/drive-organizational-change-without-overloading-managershttps://www.advisory.com/research/hr-advancement-center/studies/2017/drive-organizational-change-without-overloading-managershttps://www.advisory.com/research/hr-advancement-center/studies/2017/drive-organizational-change-without-overloading-managers


54Strategy 5: Help Managers Uncover and Resolve Conflicting Incentives

Acknowledging What Managers Stand to Lose

Source: Heifetz R, Grashow A, Linksy M, The Practice of Adaptive Leadership: Tools and Tactics for Changing Your

Organization and the World, Boston: Harvard Business Press, 2009; HR Advancement Center interviews and analysis.

AttitudeI’m willing to be

uncomfortable to support our desired culture

SkillsI’m confident I can

apply my knowledge in real life

KnowledgeI know how to

accomplish the goal (e.g., address

disruptive behavior)

Prevent perceived loss of:

Common Conflicting

Incentives

• Autonomy

• Identity

• Status

• Time

• Staff

• Budget

Three Necessary Elements for Managers to

Go “All In” to Support the Desired Culture



55

Could Leader Development




Signs of

Likely ROI

Managers’

spans of control

enable them

to be frequent,

visible role

models for

their team

Manager

turnover is

low (so, you

won’t lose the

investment

you make in

developing

leaders)Equip Managers With

In-the-Moment Tools to

Coach Staff on Behavior

3

Scope the Manager Role

to Enable a Deliberate

Focus on Culture

4

Provide Targeted Support

for Struggling Managers

2

Show All Staff What

It Means to Be a

Leader Here

1

Help Managers Uncover

and Resolve Conflicting

Incentives

5

Status

Quo

Table

StakesWe can cite specific examples of times when we chose

not to promote managers who produced impressive

outcomes but weren’t cultural exemplars.

Managers create such strong team cultures that they gain

an organization-wide reputation as the place to work.






We have a formal way (e.g., engagement survey

questions, 360 feedback) to identify managers who

don’t have a positive impact on their team’s culture.

We mandate a specific intervention for all managers whose

team cultures fall below a pre-determined threshold

(for example, as measured via an engagement survey).





Managers devote time to team-building and other activities

that have a positive impact on their team’s culture.

Strategies to Move

Up the Spectrum



56

Hiring

LEVER

4



57

Zappos’ Math

Source: Pontefract D, “What Is Happening At Zappos?” Forbes, https://www.forbes.com/sites/danpontefract/2015/05/11/

what-is-happening-at-zappos/#2ce84f794ed8; McFarland K, “Why Zappos Offers New Hires $2,000 to Quit,”

Bloomberg Businessweek, https://www.bloomberg.com/news/articles/2008-09-16/why-zappos-offers-new-hires-2-000-

to-quitbusinessweek-business-news-stock-market-and-financial-advice; HR Advancement Center research and analysis.

30,000

300

2,000

http://www.advisory.com/https://www.forbes.com/sites/danpontefract/2015/05/11/what-is-happening-at-zappos/#2ce84f794ed8https://www.bloomberg.com/news/articles/2008-09-16/why-zappos-offers-new-hires-2-000-to-quitbusinessweek-business-news-stock-market-and-financial-advice


58

Zappos’ Math

Company in Brief: Zappos

• Online shoe and clothing company based in

Las Vegas, NV; employs roughly 1,500 employees

• Known for a rigorous hiring process; after first week on

the job, offers new hires $2,000 (plus pay for time worked)

to leave if they feel based on their experience so far that

they aren’t the right fit for the company culture

• Appeared on FORTUNE’s 100 Best Companies to Work

For® list seven years in a row (from 2009-2016)

• Hosts a three-day “Culture Camp” to serve other

organizations looking to strengthen their company culture

Source: Pontefract D, “What Is Happening At Zappos?” Forbes, https://www.forbes.com/sites/danpontefract/2015/05/11/

what-is-happening-at-zappos/#2ce84f794ed8; McFarland K, “Why Zappos Offers New Hires $2,000 to Quit,”

Bloomberg Businessweek, https://www.bloomberg.com/news/articles/2008-09-16/why-zappos-offers-new-hires-2-000-

to-quitbusinessweek-business-news-stock-market-and-financial-advice; HR Advancement Center research and analysis.

http://www.advisory.com/https://www.forbes.com/sites/danpontefract/2015/05/11/what-is-happening-at-zappos/#2ce84f794ed8https://www.bloomberg.com/news/articles/2008-09-16/why-zappos-offers-new-hires-2-000-to-quitbusinessweek-business-news-stock-market-and-financial-advice


59

All Too Easy to Settle for

Less-Than-Great Candidates

Source: “National Employment Monthly Update,” National Conference of

State Legislatures, http://www.ncsl.org/research/labor-and-employment/national-

employment-monthly-update.aspx; HR Advancement Center interviews and analysis.

1) National unemployment rate.

2) Median time-to-fill.

Representative Thoughts When Considering Hiring a Less-Than-Great Candidate

51 Unemployment rate Days, overall time-to-fill213.9%

Recruiter Hiring Manager

http://www.advisory.com/http://www.ncsl.org/research/labor-and-employment/national-employment-monthly-update.aspx


60

Could Hiring Better Advance Your Desired Culture?


Lever #4: Hiring

We showcase our culture during orientation.

We highlight distinct aspects of our

culture in all our recruitment channels.

We have a formal process to assess how well

each candidate embodies our desired culture.

Hiring managers actively sell the position

to candidates who are great cultural fits.

Recruiters do not pass any candidates to

managers unless they are strong cultural

fits (as measured by our screens).

We hire great cultural fits even if there’s

not a budget slot open at the moment

(but one will likely appear soon).

Poor cultural fits rarely make it past the 90-day

probationary period; we actively push them out.

We offer thousands of dollars to new hires

to leave if they are not a strong cultural fit.



61



Lever #4: Hiring Strategies to Move Up the SpectrumLever #4: Hiring

Instill Accountability Among Recruiters

and Hiring Managers for Keeping the

Bar High for Cultural Fit

3

Absorb Short-Term Costs to Hire

Candidates with the Best Cultural Fit 4

Formally Screen All Candidates

for Cultural Fit—and Help

Managers Act on the Results

2

Show Candidates What It’s Like

to Work at This Organization1


















Table

Stakes

Status

Quo



62

Maximize Impact of Existing Recruitment Channels

Strategy 1: Show Candidates What It’s Like to Work at This Organization



ACCESS THESE TOOLS in The Recruiter’s

Guide to Hiring Top Talent on advisory.com

• Ten-question audit

• Identify opportunities

to make your organization’s

career website more

candidate-centric

• Five-question audit

• Identify how you can make

job postings for hard-to-fill

roles more candidate-centric

• Includes “best-in-class”

job posting template

and examples

• Five-question audit

• Identify best opportunities

to improve effectiveness

of your employee

referral program

• Includes key considerations

for determining the right

incentive structure and

payout timeline

Ensure your careers website

illustrates what it’s like to

work at your organization

(versus your competitor’s)

Ensure job postings inspire

qualified candidates who are

good cultural fits to apply

Build a pipeline of candidates

who are a strong cultural fit

Careers Website Audit Job Posting Audit for

Hard-to-Fill Roles

Employee Referral Audit

Careers Website

Tool

Goal

Description

Job Postings Employee Referral Program

http://www.advisory.com/https://www.advisory.com/research/hr-advancement-center/tools/2018/the-recruiters-guide-to-hiring-top-talenthttps://www.advisory.com/research/hr-advancement-center/tools/2018/the-recruiters-guide-to-hiring-top-talenthttps://www.advisory.com/research/hr-advancement-center/tools/2018/the-recruiters-guide-to-hiring-top-talenthttps://www.advisory.com/research/hr-advancement-center/tools/2018/the-recruiters-guide-to-hiring-top-talent


63

Make Cultural Fit a Decisive Factor in Hiring Decisions

Strategy 2: Formally Screen All Candidates for Cultural Fit—and Help Managers Act on the Results



Get the best possible read on

whether a candidate is a good

cultural fit for your organization

Narrow your candidate pool

to the best cultural fits for

your organization

The Behavioral-Based

Interviewing Toolkit

(our downloadable resource)

Candidate Assessment

Vendor Guide (see this and

other resources to expand your

candidate pool here)

Resource

Goal

Description Six steps to design, introduce, and sustain behavioral-based

interviewing at your organization

• Key questions to help you

assess which pre-hire

screening vendor is the

best partner for your

organization

• Includes comparison of

popular vendors

Interviewer’s Cheat Sheet (see

pages 41-43 in The Recruiter’s

Guide to Hiring Top Talent)

Tools to Screen Candidates for Cultural Fit

Equip hiring managers to

actively sell the organization

to great cultural fits

Cheat sheet to help recruiters

identify aspects of the role that

appeal most to the candidate;

hiring manager can use this

information to convince the

candidate to take the job

Tool to “Seal the Deal”

http://www.advisory.com/https://www.advisory.com/research/hr-advancement-center/resources/2014/behavioral-based-interviewing/bbi-toolkithttps://www.advisory.com/research/hr-advancement-center/resources/2016/2016-meeting-resources/expand-your-candidate-pool#prospectshttps://www.advisory.com/research/hr-advancement-center/tools/2018/the-recruiters-guide-to-hiring-top-talent


64

Share Transparent Data Around Quality of Hire

Strategy 3: Instill Accountability Among Recruiters and Hiring Managers for Keeping the Bar High for Cultural Fit


Starter List of Data to Track and Share

Turnover rate for new hires

not recommended by pre-hire screen

Turnover rate for new hires

recommended by pre-hire screen

?

90-day turnover rate by role



65

CEO Involvement Raises the Bar Across the Board

Source: Hospital Sisters Health System, Springfield, IL;

Advisory Board Survey Solutions interviews and analysis.

1) Hospital Sisters Health System.

Would You Put Your Last Three Hires

In Front Of Your CEO?

HR Screen

Manager Behavioral

Interview(s)

CEO “On-Deck”

Interview

HSHS’1 Steps for Interviewing External Candidates

• Interview guides designed to

probe behaviors that demonstrate

candidate will be successful

• If manager wants to hire the

candidate, must pass a final

interview with CEO

• 10-minute interview to

determine final hire decision

• Questions include:

o Why do you want

to work here?

o What are your

career goals?

o Where do you see

yourself in three years?1

2

3


66

Source: Hospital Sisters Health System, Springfield, IL;

Advisory Board Survey Solutions interviews and analysis.

Would You Put Your Last Three Hires

In Front Of Your CEO?

Case in Brief: Hospital Sisters Health System

• 15-hospital system based in Springfield, IL;

Survey Solutions member since 2009

• Launched CEO fit interviews across system in May 2014

• Any manager who wants to hire a candidate must pass

them on for a 10-minute final interview with the CEO;

the CEO determines the final decision

• Winner of 2017 Advisory Board Workplace of the Year

Award and 2017 Workplace Transformation Award


67

Over-Hiring Now to Say No to Warm Bodies Later

Source: Yale New Haven Hospital, New Haven, CT; Nursing Executive Center, Win Millennials’

Loyalty, Washington, DC: Advisory Board, 2016; HR Advancement Center interviews and analysis.

1) Defined as open requisitioned FTEs divided by

total budgeted FTEs from Q2 16 to close of FY 16.

Yale New Haven Hospital’s Four Steps to Avoid Staffing Gaps

Strategy 4: Absorb Short-Term Costs to Hire Candidates with the Best Cultural Fit

Reduction in recruitment

vacancy rate123.2%

Determine Appropriate

Number of Service Line

Over-Hires

Synchronize

Hiring of Staff

Cross-Train Staff

on Units Across the

Service Line

Flex Staff Across

Service Line Until

Unit Vacancy

1 2 3 4

Calculate hiring needs

using historical trends

Batch hire staff in a blitz

hiring session

Orient RNs on different

units so they can fill

vacancies as they arise

Schedule staff based on

service line need until

permanent position opens



68

Over-Hiring Now to Say No to Warm Bodies Later

Source: Yale New Haven Hospital, New Haven, CT; Nursing Executive

Center interviews and analysis.



Case in Brief: Yale New Haven Hospital

• 1,541-bed academic medical center in New Haven, CT; includes a children’s

hospital, a psychiatric hospital, and a cancer hospital; part of Yale New Haven Health

• In 2008, introduced “over-hiring” model to fill anticipated vacancies as they occur

• To determine appropriate number of staff to over-hire, leaders designed formula that

accounts for variables including: budgeted FTEs for coming year, most recent annual turnover

rate, FTEs leaving the organization, internal FTE transfers to other units or service lines,

and time to hire and orient new staff

• Model initially implemented at unit level; in 2016, replaced unit-level over-hiring with over-

hiring at service line-level; goal is to prevent under- or over-staffing units and to relieve

managers of part of the burden of hiring process

• To increase efficiencies, Medicine service line leaders hire staff into service line cohort; each

new hire orients on two units in that service line, flexes between the two units until vacancy

opens; similar cohort model adopted by Float Pool

• Since introducing over-hiring at service line level in FY 2016 Q2, Yale New Haven Hospital

has reduced its recruitment vacancy rate (defined as open requisitioned FTEs divided by total

budgeted FTEs) by 23.2%



69

Confidently Predict Hiring Needs

YNHH’s1 Over-Hiring Formula

1) Yale New Haven Hospital.

2) FTEs.

3) Service line.

= (( x ) + ) x

Inputs:

• Budgeted Service Line FTEs

• Annual Service Line

Turnover Rate

• Internal Service Line FTE

Transfers (to other service lines)

• Average % of the Year to Recruit

and Orient to Service Line

Budgeted

FTEs3

FY 16

Annual

Turnover

Rate3 FY 15

Internal FTE

Transfers3

FY 15

% of Year to

Recruit and

Orient3

100 12% 16 25%7

Service Line

Over-Hires2





70

How to Introduce Over-Hiring

to Your Organization



Editable Business

Case Slides

“Batch” Hiring

Best Practices

• Fast-Track Interviews

(see pages 53-55 in Win Talent

in a Candidate-Centric Market)

• Same-Day Offers

(see pages 60-62 in Win Talent

in a Candidate-Centric Market)

Includes formula to

calculate hiring needs

using historical trends and

embedded talking points

EDITABLE BUSINESS CASE

SLIDES and Q&A available here

Q&A with Yale New

Haven Hospital

Includes detailed

information about how

YNHH1 operationalized

service-line over-hiring

1) Yale New Haven Hospital.

http://www.advisory.com/https://www.advisory.com/research/hr-advancement-center/studies/2016/win-talent-in-a-candidate-centric-markethttps://www.advisory.com/research/hr-advancement-center/studies/2016/win-talent-in-a-candidate-centric-markethttps://www.advisory.com/Research/HR-Advancement-Center/Expert-Insights/2018/Yale-New-Haven-Q-A


71



Signs of

Likely ROI

Your 90-day

turnover is low

(it’s unlikely new

hires you bring

on will turn over)

Managers

view talent

as a system

resource

Strategies to Move

Up the Spectrum

Lever #4: Hiring

Instill Accountability Among

Recruiters and Hiring

Managers for Keeping the

Bar High for Cultural Fit

3

Absorb Short-Term Costs

to Hire Candidates with

the Best Cultural Fit

4

Formally Screen All Candidates

for Cultural Fit—and Help

Managers Act on the Results

2

Show Candidates What

It’s Like to Work at This

Organization

1


















Table

Stakes

Status

Quo



72



Lesson: 1

Clarify Your

Cultural Aspiration



Pressure to be all

things to all peopleBarrier:



Your Aspiration


Management

Lever #3: Leader

Development

Lever #4: Hiring


Role Modeling

Lever #6: Positive

Peer Pressure

Make Your Cultural


2 3

Wide range of




73

Senior Leader Role Modeling

LEVER

5



74

Would Your CEO Share This with Everyone?

Source: Colvin G, “How Intuit Reinvents Itself,” Fortune, http://fortune.com/

2017/10/20/how-intuit-reinvents-itself/; HR Advancement Center research.

Performance Review

Look—you fumbled.”

“Be willing to have more

unstructured conversations—[do]

not [keep] everything buttoned up.”

http://www.advisory.com/http://fortune.com/2017/10/20/how-intuit-reinvents-itself/


75

Would Your CEO Share This with Everyone?

Source: Colvin G, “How Intuit Reinvents Itself,” Fortune, http://fortune.com/

2017/10/20/how-intuit-reinvents-itself/; HR Advancement Center research.

Company in Brief: Intuit

• Business and financial software company headquartered in

Mountain View, CA; employs 8,300 employees worldwide

• CEO Brad Smith publically shares his unedited performance

review from the organization’s Board of Directors with all staff

each year; action in alignment with Intuit’s core value “Be Bold”

• Intuit’s other values include: “Be Passionate,” “Be Decisive,”

“Learn Fast,” “Win Together,” “Deliver Awesome”

• Ranked number 13 on FORTUNE’s 100 Best Companies to Work

For® (2018); in 2018 appeared on list for 16th straight year

http://www.advisory.com/http://fortune.com/2017/10/20/how-intuit-reinvents-itself/


76

Executives’ Broader Reach Makes Influence Difficult


Three Key Reasons Executive Visibility Is Harder to Scale Today

More Layers in the

Organizational Chart

Greater number of roles

between executives and

frontline leaders

Expanding

Geographic Footprint

Organizations

increasingly spanning

larger geographic area

Larger Span

of Control

Executives have

more direct and

indirect reports



77

Could Senior Leaders



Lever #5: Senior Leader Role Modeling

Senior leaders introduce our culture to new hires at orientation.

Senior leaders join training sessions for new managers to

emphasize the role of leaders in shaping culture.

Senior leaders explicitly state the values guiding specific

organizational decisions whenever they share organizational

updates with staff.

Every senior leader devotes time to small group or 1:1

conversations with frontline staff at least once a month.

Every department, facility, and physician practice has a small

group interaction (e.g., rounding or office hours) with a senior

leader at least once a month.

Senior leaders regularly share lessons and advice on

living the values based on their own experience.

Senior leaders regularly share stories about times when

the organization fell short of fully embodying its values

and highlight key lessons from the experience.

Senior leaders publically recognize teams or individuals that

fully embody our organization’s values at least once a quarter.



78

Could Senior Leaders



Scale High-Visibility

Opportunities for

Executives to Connect

with Staff

Help Executives Share

“Culture Legends” with

the Organization

2


1

Lever #5: Senior Leader Role Modeling

Senior leaders introduce our culture to new hires at orientation.

Senior leaders join training sessions for new managers to

emphasize the role of leaders in shaping culture.

Senior leaders explicitly state the values guiding specific

organizational decisions whenever they share organizational

updates with staff.

Every senior leader devotes time to small group or 1:1

conversations with frontline staff at least once a month.

Every department, facility, and physician practice has a small

group interaction (e.g., rounding or office hours) with a senior

leader at least once a month.

Senior leaders regularly share lessons and advice on

living the values based on their own experience.

Senior leaders regularly share stories about times when

the organization fell short of fully embodying its values

and highlight key lessons from the experience.

Senior leaders publically recognize teams or individuals that

fully embody our organization’s values at least once a quarter.

Table

Stakes

Status

Quo



79

Facilitate Conversations

with Leaders Across

the Organization

Recruit Leaders

to Participate

Prepare Staff for

Conversations with

Leaders

Event coordinators

distribute leader bios and

sample questions in

advance; this helps staff

select leaders to meet

with based on personal

interests and passions,

and to plan their upcoming

conversations

Facilitating High-Impact Encounters with Execs

Key Components of MVH’s1 “Speed Mentoring” Sessions

• Frontline staff

meet one-on-one

with leaders at a

career pathing event

• Each meeting lasts

seven minutes; staff

rotate across different

leaders throughout the

one-hour event

• Event coordinators

enlist leader participants

from multiple

disciplines and

departments across

the organization

• Leaders attend a short

training session where

event coordinators

review event goals and

the types of questions

to expect from staff

Source: Miami Valley Hospital, Dayton, OH; Nursing Executive Center,

Win Millennials’ Loyalty, Washington, DC: Advisory Board, 2016.

1) Miami Valley Hospital.

Strategy 1: Scale High-Visibility Opportunities for Executives to Connect with Staff



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Facilitating High-Impact Encounters with Execs

Source: Miami Valley Hospital, Dayton, OH; Nursing Executive Center,

Win Millennials’ Loyalty, Washington, DC: Advisory Board, 2016.

Case in Brief: Miami Valley Hospital

• 870-bed acute care facility in Dayton, OH; member of Premier Health Partners network

• In 2015, introduced “Flash Mentoring” career pathing event to increase staff exposure to

senior leaders while showcasing potential careers at MVH, providing staff with guidance and

advice on achieving career goals

• At 50-minute career pathing event, staff meet one-on-one or in small groups with leaders from

across the organization; participating staff rotate every seven minutes

• Participating leaders include: VP Hospital Operations, Director of Diversity, Director of Nursing,

Patient Experience Manager, COO, Chief Learning Officer, Director of Community Health,

Director of Women Services, Director of Nursing Critical Care

• In advance of career pathing event, HR directors provide leaders with brief training including

explanation of event goals, event schedule, and preparation for questions they may receive

from staff; event coordinators also disseminate leader bios and sample questions to staff

• MVH hosted a third Flash Mentoring session in July 2016 with several enhancements, including

executive-led breakout sessions on resume writing, time management, and interview skills

• Over 50% of staff in attendance had


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Build a Bench of Culture Role Models

Source: HR Advancement Cent

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