2. Advancement Team Engagement Plan
» Goals
~ Drive integration through every Advancement employee identifying as a
leader in some capacity.
~ Team members feel a deeper sense of engagement in the overall
integration of Advancement.
~ Q12 scores reflect a genuine sense of support both for individual
employees and the team.
» Strategy
~ Increase the accountability and communication of
employee engagement using the following initiatives.
3. Accountability
» Deloitte University Press put together a 2015 report based on collected
research that concluded the following:
~ Gallup’s 2014 research reports that only 13% of employees are highly
engaged and 26 % are actively disengaged.
~ Glassdoor reports that only 54% of employees would recommend their
employers to others as a place to work.
~ 2/3s of all employees believe they could find a better job elsewhere in
less than 60 days in they took the time to look.
~ 80% of organizations believe that their employees are overwhelmed
with information and work activities and only 8% have programs to deal
with the issues.
~ And today’s workforce of Millennials, more than 2/3 believe it’s
managements job to provide them with accelerated development
opportunities in order for them to stay loyal to their company.
4. Increasing Accountability Initiatives
Accountability Driver Frequency/Timeline Objective
Taskforce/Leadership
check-ins
Team Engagement
Taskforce
Two individualized
meetings/year
Support leadership with taskforce feedback regarding
team engagement plans/implementation.
Include Q12 outcomes
in leadership and
employee evaluations.
Rachelle and
Advancement
leadership
Annually or quarterly Set expectation that all Advancement team members
include a goal related to team engagement. Emphasize
the importance of everyone’s role in creating an
engaged environment for individuals and teams.
Advancement
leadership assignments
Team Engagement
Taskforce
Monthly Ask leadership and individuals to review best practice
leadership strategies and report back to the whole
through ATM, Inside Advancement or the Team
Engagement Newsletter.
Employee Engagement
Survey
Team Engagement
Taskforce
Quarterly Assess engagement on a more frequent basis but
asking fewer questions focused on follow through of
impact plans and implementation.
Leadership training Rachelle TBD based on opportunity Provide materials, tools and resources for all
Advancement team members to learn leadership skills
from sources like Gallup, Staff Development, IS
Department, etc.
Emphasize recognition
based on innovation
All TBD based on opportunity Provide context for people to do shout outs for creating
new opportunities using innovative values-based
solutions rather than verbally rewarding people for
working late or last-minute.
5. Communication
» Effective Communication is important:
~ Improves worker productivity
~ Increase employee job satisfaction
~ Increase in efficiency of operations
~ Positive effect on absenteeism and turnover rates
~ Crucial in order to unite the activities of all employees
» Communication chain must be available in both upward and downward
directions.
6. Increasing Communication Initiatives
Communication Driver Frequency/Timeline Objective
ATM Rachelle/Employee
Engagement Taskforce
Quarterly Focus ATM on relevant updates and then move into a core
presentation that is applicable to everyone in the room. Topics
could include customer service, communication, mentorship,
strengths, etc.
Inside Advancement
Highlight
Jim Ponder/Employee
Engagement Taskforce
-Introduction of new team members
-Current employee highlight
-Shouts outs for innovation
Employee Engagement
Newsletter
Larry Kidder -Highlight winning team strategies/initiatives
-Q12 Education
-Recognize departments for improvement
-Provide suggestions and best practices
Best Practice Menu Team Engagement
Taskforce
TBD Develop list of best practices that have gained traction and
created successful engagement opportunities within
Advancement Departments. List will be shared through a
variety of communication forums.
Individual Development
Plans
Leadership and Team
Members
Annually Utilize an ATM meeting to inspire the importance of IDPs and
launch the development of IDP usage within each
Advancement Team.
Mentorship Program Team Engagement
Taskforce
Ongoing Develop a system for anyone within Advancement to
participate in an established mentorship program for greater
individual development.
Across Advancement
Retreats
Team Engagement
Taskforce
Monthly or quarterly Galvanize groups of 15-20 employees to spend the day at an
on-campus retreat designed to drive innovative thinking
toward a more integrated Advancement. Bring ideas and
follow through to CORE.
7. Creating a Culture of Engagement
» It takes great leaders to build a great team.
» Its takes engaged employees to build a great organization.
» As leaders, it is important to encourage and communicate our organization’s values
within the workplace by making Loma Linda University Health a great place to work.
~ Compassion – Getting to know your employees
~ Integrity – Demonstrating integrity and recognizing those who also demonstrate
it
~ Excellence – Encouraging excellence through positive recognition and
reinforcement
~ Teamwork – Building an engaged team that does not work in silos
~ Wholeness – Helping employees to balance live and work happiness
“To win in the marketplace you must first win in the workplace.”
Doug Conant, CEO of Campbell’s Soup
