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Employee engagement

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  • Transcript

    • 1. Children’s Hospital Employee 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 we’re getting better.
      • Prioritize Our Key Drivers: Identify the components of employee engagement that are unique to Children’s.
      • Target Improvement: Set goals.
      • Use the Data to Make Change: Identify interventions, action plans and approaches for achieving goals.
    • 5. Employee Engagement What 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 Index How is it measured?
      • Overall, I am extremely satisfied with Children’s as a place to work.
      • I would gladly refer a good friend or family member to Children’s for employment.
      • I rarely think about looking for a new job with another company.
      A combination of the responses to three engagement items:
    • 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.  
    • 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 what’s 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 Children’s. 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 Children’s. 4.43
    • 18. So that all children may have a better chance to live...