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.
What is it?
While employee satisfaction is important, it is
not as critical to organizational effectiveness as
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.
All Employees except Physicians
5 Point Scale
Totally anonymous and confidential
Identify work groups & demographics
Employee Engagement Index
- Teamwork - Personal Growth & Development
- Trust - Future/Vision
- Quality - Service Quality
- Communication - Compliance
- Recognition/Rewards - Involvement & Belonging
Employee Engagement Index
How is it measured?
A combination of the responses to three
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
2004 Priorities 2005 Priorities
1. Communication 1. Communication
2. Recognition 2. Recognition and Rewards
3. Future/Vision 3. Trust
4. Empowerment 4. Future/Vision
5. Service Quality 5. Service Quality
6. Growth and Development 6. Involvement and Belonging
7. Growth and Development
9 Steps for Sure-Fire Improvement
“Drive Down” Key Results
Set High Standards of Comparison
Share Results – Openness Wins
Develop an Action Plan
Share the Plan
Monitor and Support Progress
Re-survey, Refine and Repeat the Process
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
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.
New employees are welcomed into
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
So that all children may have a
better chance to live...