Employee engagement

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Children’s Hospital Employee Engagement Presented to OD Network March 22, 2006

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Transcript of Employee engagement

  • 1. Childrens Hospital Employee EngagementPresented toOD 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- Personal Growth & Development - Trust - Future/Vision - Quality - Service Quality - Communication - Compliance - Recognition/Rewards - Involvement & Belonging Individual Questions 8. Employee Engagement Index How 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 2005 Priorities 1. Communication1. Communication2. Recognition2. Recognition and Rewards3. Future/Vision3. Trust4. Empowerment4. Future/Vision5. Service Quality5. Service Quality6. Growth and Development 6. Involvement and Belonging7. 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. Factorsthat Inhibit Improvement 13. 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. 14. Organization-WideImpact 15. Army of Nurses 16. 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 17. So that all children may have a better chance to live...