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Employee Engagement Census Survey Results

2012

Employee Engagement Census Survey Results

2012

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Links to tools and resources

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http://www.healthsystem.virginia.edu/pub/human-resources/employee-engagement/tools.html

http://www.healthsystem.virginia.edu/engagementreports/index.cfm

http://www.healthsystem.virginia.edu/pub/human-resources/employee-engagement/engagement-results/FinalOrgResultsOverall.pdf

7006Employees

Invited*

7006Employees

Invited*

5775EmployeesResponded*

5775EmployeesResponded*

* Excludes GME trainees

Historical Response Rates

2012 Employee Engagement Survey PeriodParticipation June 4 – June 18

Questions: 49 Attribute

4 Demographic

2 Open-ended

This is a great response!

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Positive Trend in 2012 Following 5 Years of Flat Scores

Congratulations to you! Congratulations to your team!

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Strongly Disagree Disagree Undecided Agree Strongly Agree

0 33 50 67 100

Census Engagement Index

Item # Engagement Index Questions

26 I am proud to tell people I work for UVA Medical Center

28UVA Medical Center is a good place to work compared to other companies I know or have heard about

34I would recommend UVA Medical Center to a friend or relative in need of healthcare services

35UVA Medical Center delivers high quality care and service to our patients and families

36Employees do a good job taking the initiative to help customers/clients/patients even when it is inconvenient

38 I would recommend a friend or relative to work at UVA Medical Center

43 UVA Medical Center's healthcare services are better than our competitors

2012 Census Engagement Index*

70.31

2012 Census Goal:69.1 Meet Expectations

69.9 Exceed Expectations

2012 Pulse Engagement Index

73.47

2011 Census Engagement Index

68.27

Healthcare Benchmark71.00

Weighting of Responses:

*Excludes GME trainees

We exceeded our goal!

These 7 survey items make up the

Engagement index.

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Response Distribution by Engagement Index Item

Item # Engagement Index Questions Unfavorable Neutral Favorable N/A2012

CensusMean

2011 CensusMean

Difference

26 I am proud to tell people I work for UVA Medical Center 5% 12% 82% 1% 74.62 76.97 -2.35

28 UVA Medical Center is a good place to work compared to other companies I know or have heard about

9% 19% 71% 1% 67.67 58.05 9.62

34 I would recommend UVA Medical Center to a friend or relative in need of healthcare services

7% 12% 80% 1% 71.59 75.84 -4.25

35 UVA Medical Center delivers high quality care and service to our patients and families

5% 11% 83% 1% 72.54 80.49 -7.96

36 Employees do a good job taking the initiative to help customers/clients/patients even when it is inconvenient

5% 9% 85% 1% 72.46 63.39 9.07

38 I would recommend a friend or relative to work at UVA Medical Center

8% 16% 75% 1% 69.09 72.66 -3.57

43 UVA Medical Center's healthcare services are better than our competitors

9% 29% 59% 2% 63.94 62.62 1.33

2012 Census Engagement Index* 2011 Census Engagement Index

70.31 (N=5,775) 68.27 (N=5,293)

*Excludes GME trainees All differences are statistically significant

4 engagement items decreased.

3 engagement items increased.Note the amount of improvement!

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Greatest Changes Since 2011

Item # Questions 2012 Mean*

2011 Mean Difference

32 My pay is fair compared to other healthcare employers in this area 57.26 40.81 16.45

40 UVA Medical Center does a good job at attracting outstanding employees 60.38 47.85 12.53

28 UVA Medical Center is a good place to work compared to other companies I know or have heard about

67.67 58.05 9.62

36 Employees do a good job taking the initiative to help customers/clients/patients even when it is inconvenient

72.46 63.39 9.07

41 UVA Medical Center does a good job at retaining outstanding employees 52.13 47.85 4.28

23 I believe leadership will do something about the important issues identified by this survey 59.93 56.43 3.50

46 I deal with services/tasks in which I am confident 76.89 80.38 -3.49

38 I would recommend a friend or relative to work at UVA Medical Center 69.09 72.66 -3.57

13 My manager is a good communicator 67.07 70.83 -3.76

47 I feel like my work is meaningful 79.65 83.64 -3.98

34I would recommend UVA Medical Center to a friend or relative in need of healthcare services

71.59 75.84 -4.25

42 UVA Medical Center makes it simple for customers/clients/patients to do business with us 58.79 65.07 -6.28

35UVA Medical Center delivers high quality care and service to our patients and families

72.54 80.49 -7.96

*Excludes GME trainees All differences are statistically significant

Our largest increases!We still have some

work to do.

Communication Plan






Highest Percentage Favorable (Agree, Strongly Agree)

Item # Questions 2012 Census* 2011 Census Difference

46 I deal with services/tasks in which I am confident 93% 87% 6%

47 I feel like my work is meaningful 92% 89% 3%

9 I know what is expected of me at work 91% New for 2012 New for 2012

36 Employees do a good job taking the initiative to help customers/clients/patients even when it is inconvenient 85% 58% 27%

1 I am a member of a team that works well together 85% 82% 3%

4 When I ask a co-worker for help I can rely on that person to complete the task 85% New for 2012 New for 2012

16 My manager encourages teamwork 83% New for 2012 New for 2012

35 UVA Medical Center delivers high quality care and service to our patients and families 83% 91% -8%


These items are the highest percentage of favorable responses.

Most improved since 2011!

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Highest Percentage Unfavorable (Disagree, Strongly Disagree)


41 UVA Medical Center does a good job at retaining outstanding employees 31% 37% -6%

7 In the last seven days, I have received recognition or praise for doing good work 31% - -

32 My pay is fair compared to other healthcare employers in this area 25% 23% 2%

39 UVA Medical Center regards employees as the most important resource in the organization 24% 32% -6%

11 My manager deals effectively with poor performance 20% 23% -3%

12 I am satisfied with the recognition I receive when I do a good job 20% 25% -5%

19 I have confidence in Senior Management's leadership 19% 21% -2%

5 There is a climate of trust within my work unit 19% 23% -4%


These items are the highest percentage of unfavorable responses.

Most of these went down… that’s a good thing!

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Highest Percentage Neutral (Undecided)


43 UVA Medical Center healthcare services are better than our competitors 29% 27% 2%

27 I am excited about the direction we are heading at UVA Medical Center 27% 23% 4%

21 I can trust what this organization tells me 26% - -

40 UVA Medical Center does a good job at attracting outstanding employees 26% 27% -1%

42 UVA Medical Center makes it simple for customers/clients/patients to do business with us 26% 10% 16%

41 UVA Medical Center does a good job at retaining outstanding employees 26% 27% -1%

20 I have noticed an improvement in the behavior and communication of UVA Medical Center's Senior Management team 25% 22% 3%


These responses tell us where we can focus to move people to

favorable responses.

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“What actions have managers and senior leaders taken to demonstrate they are doing something with the results of past surveys?”

More/Better communication (n=583) “I've noticed increased communication directly related to letting employees know that our leaders

care.” “Increased communication through Uteam meetings, email announcements, and the LINK.”

More Meetings (n=376) “Meetings with employees. The managers have a greater presence on the floors.” “Meeting with front line people and encouraging interdepartmental growth through participation in

teams and meetings.”

Better Pay/Raises (n=325) “Continued to invest in performance based salary increases. Improved benefits.” “Compensation redesign, additional PTO cash out, optional use of UVA health system with reduced

co-pay.”

Better Management-Employee Relations (n=274) “Our manager has clearly demonstrated her interest in responding to past feedback. She has an

organized plan in place and responds well to constructive feedback. She is an advocate for her employees.”

Open Ended Comments

Your deliberate, hard work has been noticed!

Communication Plan






“What can employees do to increase trust and improve the work environment?”

Teamwork/Work Together (n=339) “Continue team work theme here at UVA and continue to seek employees who honestly believe

in team work and promote an open sense of care for fellow employees (new and seasoned).” “Employees could start working more as a team instead of having the "that is YOUR patient

this is MY patient" attitude. I think we all need to start taking the approach that "These are OUR patients and we work together to get them better.”

Be Professional/Not Rude/No Gossip (n=304) “Not foster an atmosphere of blame and judgment. Management talks about employees

behind their backs. I don't feel trusted even though I am extremely trustworthy.” “Lead by example. Ask others what you ask of yourself ...”

Communication (n=287) “Listen to all employees and not take sides. Include all employees in important decisions

affecting the overall operation of the department. Invite all employees to share lunch throughout the year.”

“Maintain open lines of communication; properly set expectations and operate transparently.”

Open Ended Comments

Employees are recognizing their part in improving

trust in the work environment.

Communication Plan






Job Family Engagement Index*

2012 Census Engagement Index1

70.31

1Excludes GME trainees

*Engagement Index difference is statistically different from overall at p<.05

This is the engagement index for all job families compared to the organization engagement index.

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Job Family Engagement Index vs. Organization Engagement Index

1Excludes GME trainees

* Engagement Index difference is statistically different from overall at p<.05


70.31

This depicts the job families where the response shows a

statistical difference.

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Change in Engagement Index from 2011

*Engagement Index difference is statistically different from overall at p<.05;


70.31

The engagement index mean changes from survey to survey. However, the engagement index

improved for all job families!

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Most Impactful Drivers for 2013

Focus on the following 3 survey items will have the greatest positive impact on our employee engagement results:

UVA Medical Center treats employees with respect

I am excited about the direction we are heading at UVA Medical Center

Employees share a common bond with UVA Medical Center values and mission

These items are the indicators for organizational pride.

Pride is the most powerful indicator of engagement.

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Impactful Driver: Feeling Respected

LeadersCreate a communication channel that empowers employees to discuss improvement ideas with leadership

Handle disciplinary actions with discretion knowing that the close-knit work environment makes it easy for confidential information to spread

In meetings and informal discussions, lead by example by talking positively about other employees, management and executive leadership

Implement a variety of recognition programs where employees can nominate other employees who went ‘the extra mile’ to help them out

EmployeesImplement a "thank you“ policy for employees to express appreciation to others who go above and beyond to help

Encourage “positive” dialogue among employees

Reinforce engaging in solution oriented conversations when responding to others who have differing opinions (How can we do that? vs. We can’t do that.)

These are ideas to consider to improve respect in the workplace.

Communication Plan






Impactful Driver: Excited About Future

LeadersCreate cross-level work teams that engage employees in the decision-making processes for the Health System which improve patient care

Promote the Health System’s future by showing the importance each employee’s role has in achieving it using multiple communication channels

Transform employees’ complaints into suggestions for change

Continuously monitor and strive to improve the quality of teamwork - a top predictor of excitement about an organization’s future

EmployeesCreate committees that empower employees to be able to make real changes to the work environment in ways that improve the patient experience

Have employees create development plans that tie their professional goals to the organization’s goals

These are ideas to consider to get employee excited about the future.

Communication Plan






Impactful Driver: Sharing Common Bond w/UVA

LeadersDefine UVA’s goals that are of a higher purpose and communicate how employees are apart of it

Offer competitive benefit programs that will enable employees to feel accepted by UVA, not expendable

Train and encourage seasoned employees to be mentors (mentoring programs can facilitate dynamic skill growth throughout UVA)

Reduce stress at work to increase engagement

Begin meetings with a review or discussion of our mission, vision and/or values

EmployeesCreate a challenging yet supportive work environment where employees feel accepted in order to forge a common bond of beliefs and purpose about UVA

Encourage employees to express their passions about work with one another

Create work teams that are focused on accomplishing goals that are connected to one of UVA’s higher purpose goals and values

These are ideas which may help people to feel a bond with UVAMC.

Communication Plan






Key Talking Points

We exceeded our Employee Engagement goal We increased participation rate

Our employees feel they are in a better place from a year ago:

+16.45 - Being paid fairly compared to others

+12.53 - Attracting outstanding employees

+9.62 - Feeling this is a good place to work compared to others

+9.07 - Taking the initiative to help our customers

+4.28 - Retaining outstanding employees

+3.50 - Believing leadership will act on issues identified

All differences are statistically significant

Recap

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Key Talking Points

Our employees feel they are more highly regarded + 12.53 - We feel UVAMC does a good job at attracting outstanding employees +4.28 - We feel UVAMC does a good job at retaining outstanding employees +2.13 - We feel we are treated with respect +2.07 We feel we are regarded as the most important resource

Our employees’ job satisfaction has decreased -3.98 - We feel like our work is meaningful -3.49 - We deal with services in which we are confident -1.67 - Overall, we don’t feel satisfied with our jobs

Our employees don’t feel as connected with the organization -2.35 - We don’t feel proud to tell people we work at UVAMC -1.99 - We don’t feel excited about the direction we are heading -.72 - We don’t share a common bond with our values and mission

Recap

Communication Plan






Print Results Worksheet

Leadership Improvement Ideas

Action Plan Template

Interpreting Your Work Unit Results

Use the Interpreting Work Unit Results Worksheet to help you share results with your team:

Highest percentage favorable Highest percentage unfavorable Highest percentage neutral High percentage of N/A Summarize

Use the Results Worksheet to methodically review work unit results

before you present them to your team.

More tools and resources

http://www.healthsystem.virginia.edu/pub/human-resources/employee-engagement/Determiningwhatresultsmeanworkunits.xlsx/view

http://www.healthsystem.virginia.edu/pub/human-resources/employee-engagement/engagement-results/LeadershipEffectivenessImprovementIdeas.docx/view

http://www.healthsystem.virginia.edu/pub/human-resources/employee-engagement/engagement-results/ActionPlanTemplate.doc/view


Interpreting Your Leadership Effectiveness

Use the Leadership Effectiveness Worksheet to determine what strengths you can leverage to address lower performing areas:

Compare UVAMC score to work unit score nine items listed on worksheet

Identify your strengths Determine which areas require attention Review applicable tips sheet for each item Formulate ideas in space provided on worksheet Discuss your findings with your leader

Use this worksheet to determine what areas you influence and discuss the recourses with your leader.








Action Planning

Use the action plan template to:

Document targeted items Discuss with your leader Post in a common area Provide quarterly updates

This tool is used to capture your action planning efforts.








Role of AVPs, Chiefs, Associate Chiefs & Administrators

Understand organization and division results

Talk to your managers; ensure they understand the results

Represent the Medical Center with respect, integrity, stewardship and excellence

Support your managers as they schedule and conduct Action Planning Meetings

Review outcomes of these meetings and give input to Action Plans

Hold managers accountable for putting actions into place

Review this to better understand the role of Senior Leadership







Role of Front Line Leaders

Understand organization and work unit results

Be comfortable with the information

Share and discuss results at meetings

Involve as many members as possible Collaborate with the area when developing action plan initiatives (work unit

and self)

Develop Leadership Effectiveness action plan

Share action plans with staff on a continuous basis

Be ambassadors of change

This is what is expected of

you.







Role of Human Resources

Understand organization and work unit results

Collaborate with leadership by providing answers to questions and assisting in the

interpretation of results

Support leadership as they schedule and conduct Action Planning Meetings

Human Resources is here to support you.







2013 Engagement Index Thresholds

Below Expectations

Fully Meets Expectations

Exceeds Expectations

74.00 75.00 76.00

These are our goals for 2013.







Next Steps

Share Results 5 Easy Steps

Formulate Work Unit Action Plan Involve your staff

o “What did you mean when you answered ______” Involve your leader Just Pick 2! Use the tool to document, post in common area

Develop Leadership Effectiveness Action Plan Involve your leader

In Summary:

•Share results with your team.

•Develop an action plan.

•Discuss your leadership effectiveness worksheet with your leader.




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