The report summarizes survey results from staff and customers at the Alice Ross-King Care Centre. Staff rated the workplace culture 8/10 and engagement was 81%. Customers gave satisfaction a 9.26/10 and net promoter score was 83.8%. Suggestions for improvement included more staffing resources, improved communication among staff, and expanded activities. The report provides detailed feedback and demographics of the surveyed staff and customers.
The line between EAP and staff is often very distinct, for reasons of confidentiality. This presentation provides options for staff, supervisors and management to greater strengthen EAP usage, while maintaining confidentiality.
Overcoming mental health and addictions within community and the workplace is not easy. Learn simple tools that community and workplace leaders can use to combat common mental health and addiction issues.
How A Leading Beverage Company Used Limeade and Retrofit to Achieve Wellness ...Limeade
Slides from a webinar with Retrofit, Limeade and Dr Pepper Snapple on how they used integration to drive health outcomes. Watch the webinar recording here: https://retrofit.wistia.com/medias/9l1a1v4mwf.
The line between EAP and staff is often very distinct, for reasons of confidentiality. This presentation provides options for staff, supervisors and management to greater strengthen EAP usage, while maintaining confidentiality.
Overcoming mental health and addictions within community and the workplace is not easy. Learn simple tools that community and workplace leaders can use to combat common mental health and addiction issues.
How A Leading Beverage Company Used Limeade and Retrofit to Achieve Wellness ...Limeade
Slides from a webinar with Retrofit, Limeade and Dr Pepper Snapple on how they used integration to drive health outcomes. Watch the webinar recording here: https://retrofit.wistia.com/medias/9l1a1v4mwf.
Creating A Psychologically Healthy Workplacebizpsych53188
Psychologically healthy workplaces are good for employees and good for the bottom line. Employees who are engaged, growing, balance, healthy and recognized for their good work establish a climate of excellence in the workplace.
How the Golden Rule should be part of your Employee HandbookLisa Marie Wark, MBA
The Golden Rule should incorporate rules of conduct that everyone understands. If you don’t have them, create them immediately, make them retroactive and make everyone, including yourself, sign on to them. Granted, even if you have the gold and make the rules, the Golden Rule is not a set of laws, but an internalized belief in how an individual should relate to others. The least you can do is create boundaries for everyone including a fair, accountable review process, so you can weed out the team killers expeditiously.
Mental Health at Work: The Power of Supporting Mental Health at WorkLeague Inc.
Founder & Lead Innovator of Mental Health Innovations, Stéphane Grenier, discusses the importance of creating an inclusive mental health culture in the workplace, and what you can do to support your employees.
Employee wellness programs, designed primarily to support physical health, have become a mainstay in overall benefit offerings. While certainly important, physical health is just one component enabling employees to function productively at work. A new trend has emerged in the area of Wellness. It’s called “Well-Being.” A state of Well-Being causes us to think more holistically about our employees’ health, and address not only physical wellness but overall well-being, including financial and mental well-being.
Health, well-being and productivity improvement in the workplaceLimeade
Slides from a webinar with Dr. Michael Parkinson and Limeade.
We spend $2.8 trillion on healthcare but much is attributed to waste or behaviors we can change. The best place for behavior change? The workplace.
The slides review:
- common drivers of health and productivity in the workplace
- how you can address them in your own organization
- 6-step roadmap to improvement
Bringing Corporate Wellness Into Focus | Employee Services Webinar Series CBIZ, Inc.
This webinar sets out explain why "zooming out" before "zooming in" is key to wellness program efforts, how trending practices may affect your organization and presents an overall process designed to improve wellness program outcomes.
Employee engagement surveys have grown in acceptance in the last 10
years because organizations believe they can leverage employee
engagement for higher employee retention, greater customer
satisfaction and improved financial performance.
Spending Accounts: The best kept secret in employee benefitsLeague Inc.
Spending Accounts are the secret weapon companies are using to offer employees the health benefits they really want – without breaking the bank. Covering everything from root canals to running shoes, learn the ins and outs of Spending Accounts and what their flexibility and choice can mean for your team.
Employee Engagement Index: Use Employee Engagement Metrics to Monitor ChangeSheila Margolis
Discover how to create an Employee Engagement Index. Use that Employee Engagement Index to monitor engagement from year-to-year.
Do you create employee engagement metrics to track changes in employee views? These slides provide a step-by-step guide for creating an Employee Engagement Index.
First, administer an Employee Engagement Survey. Next, implement changes to improve engagement. Then, conduct an Employee Engagement Survey a year later, and calculate the Employee Engagement Index. This metric will show if your changes had an impact in improving engagement.
Now it the time to measure employee engagement and monitor change. Create a workplace that engages employees and retains top talent. Ensure that employees and the company prosper!
Go to www.SheilaMargolis.com to learn more about Employee Engagement.
Do you know where the power centers really are within your organization?Amy Swenson
A summary of the Reverse360 tool. Analyze your organizational networks. Find your power centers within each workgroup, this assessment smashes together a traditional 360 and a social network analysis.
Ascentis PeoplePro culture "Want to Grow Your Company? Improve the Culture!"Lillian Panettiere
Our PeoplePro webinar "Want to Grow Your Company? Improve the Culture!" explores how innovations in HR are making it easier for organizations to thrive, how organizational cultures are evolving, what people want, and how the right culture can have a noticeable impact on delivering business strategy. Walk away with tips to implement right away, new innovations to test, and insights to share with your executive leadership.
The high turnover rate of staff is causing hospital leadership to panic. Given that the cost of replacing a nurse can be upwards of 1.3 times their salaries, hospitals need to understand the reasons why this is occurring. The implications are far-reaching for hospitals and they need to understand how to evolve traditional approaches to stay ahead of the evolving needs of their staff. By taking a proactive approach to talent management, health systems can better hire, retain, and engage today’s workforce.
This presentation by Rebecca Parker, MD, FACEP and Chair of the ACEP Board and Steve Dobberowsky, Principal Consultant of Thought Leadership & Advisory Services at Cornerstone OnDemand, shares strategies to help identify and reduce the risk of staff departures to healthcare organizations.
Steve provides easy-to-understand insights on:
* The biggest challenges health systems have in staff retention (and engagement!)
* Why your team may already be applying to other hospitals
* Talent management strategies that create a more productive, passionate workforce
Insightlink’s 4Cs survey tool is our clients’ top choice again and again because it offers a proven, actionable, easy-to-understand framework for increasing employee engagement.
Creating A Psychologically Healthy Workplacebizpsych53188
Psychologically healthy workplaces are good for employees and good for the bottom line. Employees who are engaged, growing, balance, healthy and recognized for their good work establish a climate of excellence in the workplace.
How the Golden Rule should be part of your Employee HandbookLisa Marie Wark, MBA
The Golden Rule should incorporate rules of conduct that everyone understands. If you don’t have them, create them immediately, make them retroactive and make everyone, including yourself, sign on to them. Granted, even if you have the gold and make the rules, the Golden Rule is not a set of laws, but an internalized belief in how an individual should relate to others. The least you can do is create boundaries for everyone including a fair, accountable review process, so you can weed out the team killers expeditiously.
Mental Health at Work: The Power of Supporting Mental Health at WorkLeague Inc.
Founder & Lead Innovator of Mental Health Innovations, Stéphane Grenier, discusses the importance of creating an inclusive mental health culture in the workplace, and what you can do to support your employees.
Employee wellness programs, designed primarily to support physical health, have become a mainstay in overall benefit offerings. While certainly important, physical health is just one component enabling employees to function productively at work. A new trend has emerged in the area of Wellness. It’s called “Well-Being.” A state of Well-Being causes us to think more holistically about our employees’ health, and address not only physical wellness but overall well-being, including financial and mental well-being.
Health, well-being and productivity improvement in the workplaceLimeade
Slides from a webinar with Dr. Michael Parkinson and Limeade.
We spend $2.8 trillion on healthcare but much is attributed to waste or behaviors we can change. The best place for behavior change? The workplace.
The slides review:
- common drivers of health and productivity in the workplace
- how you can address them in your own organization
- 6-step roadmap to improvement
Bringing Corporate Wellness Into Focus | Employee Services Webinar Series CBIZ, Inc.
This webinar sets out explain why "zooming out" before "zooming in" is key to wellness program efforts, how trending practices may affect your organization and presents an overall process designed to improve wellness program outcomes.
Employee engagement surveys have grown in acceptance in the last 10
years because organizations believe they can leverage employee
engagement for higher employee retention, greater customer
satisfaction and improved financial performance.
Spending Accounts: The best kept secret in employee benefitsLeague Inc.
Spending Accounts are the secret weapon companies are using to offer employees the health benefits they really want – without breaking the bank. Covering everything from root canals to running shoes, learn the ins and outs of Spending Accounts and what their flexibility and choice can mean for your team.
Employee Engagement Index: Use Employee Engagement Metrics to Monitor ChangeSheila Margolis
Discover how to create an Employee Engagement Index. Use that Employee Engagement Index to monitor engagement from year-to-year.
Do you create employee engagement metrics to track changes in employee views? These slides provide a step-by-step guide for creating an Employee Engagement Index.
First, administer an Employee Engagement Survey. Next, implement changes to improve engagement. Then, conduct an Employee Engagement Survey a year later, and calculate the Employee Engagement Index. This metric will show if your changes had an impact in improving engagement.
Now it the time to measure employee engagement and monitor change. Create a workplace that engages employees and retains top talent. Ensure that employees and the company prosper!
Go to www.SheilaMargolis.com to learn more about Employee Engagement.
Do you know where the power centers really are within your organization?Amy Swenson
A summary of the Reverse360 tool. Analyze your organizational networks. Find your power centers within each workgroup, this assessment smashes together a traditional 360 and a social network analysis.
Ascentis PeoplePro culture "Want to Grow Your Company? Improve the Culture!"Lillian Panettiere
Our PeoplePro webinar "Want to Grow Your Company? Improve the Culture!" explores how innovations in HR are making it easier for organizations to thrive, how organizational cultures are evolving, what people want, and how the right culture can have a noticeable impact on delivering business strategy. Walk away with tips to implement right away, new innovations to test, and insights to share with your executive leadership.
The high turnover rate of staff is causing hospital leadership to panic. Given that the cost of replacing a nurse can be upwards of 1.3 times their salaries, hospitals need to understand the reasons why this is occurring. The implications are far-reaching for hospitals and they need to understand how to evolve traditional approaches to stay ahead of the evolving needs of their staff. By taking a proactive approach to talent management, health systems can better hire, retain, and engage today’s workforce.
This presentation by Rebecca Parker, MD, FACEP and Chair of the ACEP Board and Steve Dobberowsky, Principal Consultant of Thought Leadership & Advisory Services at Cornerstone OnDemand, shares strategies to help identify and reduce the risk of staff departures to healthcare organizations.
Steve provides easy-to-understand insights on:
* The biggest challenges health systems have in staff retention (and engagement!)
* Why your team may already be applying to other hospitals
* Talent management strategies that create a more productive, passionate workforce
Insightlink’s 4Cs survey tool is our clients’ top choice again and again because it offers a proven, actionable, easy-to-understand framework for increasing employee engagement.
The importance of employee engagement and building executive and senior management buy into effective employee engagement programs. Focus on using Employee Engagement survey to drive positive workplace change.
Quality assessment and quality improvement in support services for persons with intellectual disability.
Assumptions, theoretical framework, method, examples, improvement strategy.
This presentation: for Aprosub, Cordoba (Spain) 2010.
What it Takes to Make the Fortune 100 Best Companies to Work For® ListGreat Place to Work® US
In today’s competition for top talent, understanding and leveraging your company’s great workplace culture is more important than ever. In this presentation, Great Place to Work®—the company that conducts the research for the Fortune 100 Best Companies to Work For® list and selects the top 100 Companies each year—shares how you can assess, benchmark, and recognize your company as a great workplace, including:
• How to Apply for the Fortune Best Companies to Work For Lists
• Eligibility and Deadlines
• Selection Methodology, Models & Scoring
• Benefits of Applying to the List
• Tips for a Strong Submission
For over 15 years, the annual Fortune 100 Best Companies to Work For® List has been the gold standard of lists that recognize great workplace cultures. As Fortune’s most popular list franchise, the 100 Best Companies to Work For® List surpasses even the Fortune 500 in readership. Learn how your company can join this elite group of organizations today!
Excited to present a comprehensive Employee Engagement Trend Analysis report crafted using a Likert Scale-based questionnaire.
It covers key areas such as environment satisfaction, job involvement, job satisfaction, performance ratings' impact, relationship satisfaction, and work-life balance, aiming to enhance overall employee engagement.
The report's structure ensures a clear analysis with visual representations like charts, graphs, and tables showcasing survey ratings. It identifies specific areas for improvement within the organization to boost employee satisfaction and productivity. Additionally, it delves into understanding the reasons for employee turnover among former employees, offering insights for improvement.
The report's ultimate goal is to provide actionable recommendations based on data analysis to enhance employee engagement and improve the overall employee experience. These recommendations are tailored to address unique challenges and opportunities within the organization, aiming to create a positive and engaging work environment.
Best Performer PowerPoint Presentation SlidesSlideTeam
Best Performer PowerPoint Presentation Slides features a visually-rich format for the HR management to showcase their company’s staff recognition program. Using this employee motivation PPT theme you can easily explain all the fundamentals of a favorable recognition program. Our comprehensive performance recognition PowerPoint slideshow helps you to demonstrate overall employee productivity, as well as revenue per employee. Offer a glimpse of employee dissatisfaction level survey, and reasons using the reward management PPT template. The well-structured employee evaluation PowerPoint deck assists you in framing a step-by-step approach to devise a successful employee recognition program. With the help of employee performance assessment PPT slideshow, you can showcase best employee recognition ideas like luxury vacations. The employee rewards program PowerPoint theme is beneficial in elucidating factors to consider before implementing the employee recognition program. So, download the top performer PPT presentation to portray the implementation of employee recognition plan, and the employee performance measurement metrics.https://bit.ly/2H0Sa8v
Leadership and Employee Engagement in Tomorrow Organization - InspireOneInspireone
When employees are engaged they lead more fulfilling and rewarding lives. An engaged workforce and distinct leadership behavior can create more organizational succes.
Leadership and Employee Engagement - InspireOneInspireone
Employee engagement is an organizational imperative. InspireOne's evidence-based research shows that organizations with a more engaged workforce consistently outperform their competitors. If your employees are motivated and willing to put in extra effort, your organization can benefit from improved bottom line business results.
Running Head BECOMING A BETTER PRACTITIONER .docxsusanschei
Running Head: BECOMING A BETTER PRACTITIONER 1
BECOMING A BETTER PRACTITIONER
2
Becoming a Better Practitioner II
Diana Carter
University of South Carolina
Practice Setting and Role:
WellPartners provide a complete range of Vision care, free comprehensive eye care, vision exams, prescriptions, eyeglasses, dilation, glaucoma screening, refraction, retinal photography and visual field ex. My role as an intern is to administer the initial assessment and assist with the procedures of services rendered with the patients, from vision exams to the actual customer satisfaction survey.
Client System Description:
Our Adult non-profit clinic provides free eye care to residents of Fairfield, Lexington and Richland counties, 18 years or older with South Carolina driver’s license or ID, low income (≤ 200% of poverty level) and no vision insurance.
Customer Satisfaction As a practitioner my focus is on the effects produced on the people we serve. For instance, the result of a training program might be the number of graduates who get a job and keep it for a particular period. Seeing the outcome is a way to create avenues for excellent customer service. Measuring outcomes requires a bigger commitment of time and resources, while impacts are what we hopes for, positive outcomes are what we work for.
A viable measurement tools/approaches to assess your goal.
Customer Satisfaction (CSAT)
CSAT measures customer satisfaction with a specific experience. A single question typically determines: How would you rate your overall satisfaction with the service you received?
Description of measure - CSAT score is the sum of respondents that answered somewhat or very satisfied. The higher the number the higher your customer satisfaction will be. The CSAT would you rate patients experience with using 5 unit scales consisting of Very unsatisfied / unsatisfied / Neutral / Satisfied / Very satisfied. CSAT reflects content validity: This is related to our ability to create questions that reflect the issues we are researching and make sure that key related subjects are not excluded. Reliability is reflected with CSAT concerned with the consistency of our measurement, that’s the degree to which the questions used in a survey elicit the same type of information each time they are used under the same conditions.
Who? The clinical director or the intern will administer the survey/tool.
What? CSAT stands for Customer Satisfaction. The metric measures how a customer feels about a specific service.
Where? The survey will be administered in theprivate waiting area in Clinic
When? The survey/tool will be administered at the end of services rendered/termination. (2weeks process)
Reference
Braunsberger, K., & Ga ...
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
At first glance, stay interviews seem way too simple. Can managers really keep employees longer and cause them to work better, just by asking how they can help?
The answer is “yes”, and research tells us stay interviews can drive turnover down by 20% and more, and also improve employee engagement.
The reason is simple: Stay interviews help managers build trust with their teams. Well-respected research calls out these findings:
Voluntary turnover is skyrocketing in the U.S
Employee engagement has been flat for 15 years
Companies continuously survey employees and implement new programs to “fix” things
…All while employees most want a manager they can trust.
In fact, U.S. companies spend $1.5 billion each year to fix engagement but work around managers rather than through them…and hence make no progress at all.
Stay interviews offer retention and engagement solutions that cannot be achieved with employee surveys or exit surveys. These interviews are conducted one-on-one, put managers in the solution seat, and provide focus on top performers.
To be most effective, stay interviews must be implemented as a process rather than a one-time, solitary event. This process includes assigning managers retention goals, providing stay interview training to build probing skills, training managers to build effective, individualized stay plans, and forecasting how long each employee will stay.
What You’ll Learn
The value and limitations of employee surveys as they provide data but not solutions.
Study data that drives home the importance of supervisor effectiveness as the linchpin that drives each individual employee’s engagement and retention.
The value and techniques for converting engagement and retention to dollar values rather than continue to report them only as scores and percentages which fail to drive executive action.
Specific stay interview tools including questions to ask, data to record, and potential solutions.
The four required skills leaders must learn to make their interviews successful.
How to develop a tool to forecast employee turnover based on interview results.
This session is based on the presenter’s book, The Power of Stay Interviews for Engagement and Retention, which is Society for Human Resources Management’s top-selling book in history.
Show drafts
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Empowering the Data Analytics Ecosystem: A Laser Focus on Value
The data analytics ecosystem thrives when every component functions at its peak, unlocking the true potential of data. Here's a laser focus on key areas for an empowered ecosystem:
1. Democratize Access, Not Data:
Granular Access Controls: Provide users with self-service tools tailored to their specific needs, preventing data overload and misuse.
Data Catalogs: Implement robust data catalogs for easy discovery and understanding of available data sources.
2. Foster Collaboration with Clear Roles:
Data Mesh Architecture: Break down data silos by creating a distributed data ownership model with clear ownership and responsibilities.
Collaborative Workspaces: Utilize interactive platforms where data scientists, analysts, and domain experts can work seamlessly together.
3. Leverage Advanced Analytics Strategically:
AI-powered Automation: Automate repetitive tasks like data cleaning and feature engineering, freeing up data talent for higher-level analysis.
Right-Tool Selection: Strategically choose the most effective advanced analytics techniques (e.g., AI, ML) based on specific business problems.
4. Prioritize Data Quality with Automation:
Automated Data Validation: Implement automated data quality checks to identify and rectify errors at the source, minimizing downstream issues.
Data Lineage Tracking: Track the flow of data throughout the ecosystem, ensuring transparency and facilitating root cause analysis for errors.
5. Cultivate a Data-Driven Mindset:
Metrics-Driven Performance Management: Align KPIs and performance metrics with data-driven insights to ensure actionable decision making.
Data Storytelling Workshops: Equip stakeholders with the skills to translate complex data findings into compelling narratives that drive action.
Benefits of a Precise Ecosystem:
Sharpened Focus: Precise access and clear roles ensure everyone works with the most relevant data, maximizing efficiency.
Actionable Insights: Strategic analytics and automated quality checks lead to more reliable and actionable data insights.
Continuous Improvement: Data-driven performance management fosters a culture of learning and continuous improvement.
Sustainable Growth: Empowered by data, organizations can make informed decisions to drive sustainable growth and innovation.
By focusing on these precise actions, organizations can create an empowered data analytics ecosystem that delivers real value by driving data-driven decisions and maximizing the return on their data investment.
Data Centers - Striving Within A Narrow Range - Research Report - MCG - May 2...pchutichetpong
M Capital Group (“MCG”) expects to see demand and the changing evolution of supply, facilitated through institutional investment rotation out of offices and into work from home (“WFH”), while the ever-expanding need for data storage as global internet usage expands, with experts predicting 5.3 billion users by 2023. These market factors will be underpinned by technological changes, such as progressing cloud services and edge sites, allowing the industry to see strong expected annual growth of 13% over the next 4 years.
Whilst competitive headwinds remain, represented through the recent second bankruptcy filing of Sungard, which blames “COVID-19 and other macroeconomic trends including delayed customer spending decisions, insourcing and reductions in IT spending, energy inflation and reduction in demand for certain services”, the industry has seen key adjustments, where MCG believes that engineering cost management and technological innovation will be paramount to success.
MCG reports that the more favorable market conditions expected over the next few years, helped by the winding down of pandemic restrictions and a hybrid working environment will be driving market momentum forward. The continuous injection of capital by alternative investment firms, as well as the growing infrastructural investment from cloud service providers and social media companies, whose revenues are expected to grow over 3.6x larger by value in 2026, will likely help propel center provision and innovation. These factors paint a promising picture for the industry players that offset rising input costs and adapt to new technologies.
According to M Capital Group: “Specifically, the long-term cost-saving opportunities available from the rise of remote managing will likely aid value growth for the industry. Through margin optimization and further availability of capital for reinvestment, strong players will maintain their competitive foothold, while weaker players exit the market to balance supply and demand.”
Levelwise PageRank with Loop-Based Dead End Handling Strategy : SHORT REPORT ...Subhajit Sahu
Abstract — Levelwise PageRank is an alternative method of PageRank computation which decomposes the input graph into a directed acyclic block-graph of strongly connected components, and processes them in topological order, one level at a time. This enables calculation for ranks in a distributed fashion without per-iteration communication, unlike the standard method where all vertices are processed in each iteration. It however comes with a precondition of the absence of dead ends in the input graph. Here, the native non-distributed performance of Levelwise PageRank was compared against Monolithic PageRank on a CPU as well as a GPU. To ensure a fair comparison, Monolithic PageRank was also performed on a graph where vertices were split by components. Results indicate that Levelwise PageRank is about as fast as Monolithic PageRank on the CPU, but quite a bit slower on the GPU. Slowdown on the GPU is likely caused by a large submission of small workloads, and expected to be non-issue when the computation is performed on massive graphs.
Adjusting primitives for graph : SHORT REPORT / NOTESSubhajit Sahu
Graph algorithms, like PageRank Compressed Sparse Row (CSR) is an adjacency-list based graph representation that is
Multiply with different modes (map)
1. Performance of sequential execution based vs OpenMP based vector multiply.
2. Comparing various launch configs for CUDA based vector multiply.
Sum with different storage types (reduce)
1. Performance of vector element sum using float vs bfloat16 as the storage type.
Sum with different modes (reduce)
1. Performance of sequential execution based vs OpenMP based vector element sum.
2. Performance of memcpy vs in-place based CUDA based vector element sum.
3. Comparing various launch configs for CUDA based vector element sum (memcpy).
4. Comparing various launch configs for CUDA based vector element sum (in-place).
Sum with in-place strategies of CUDA mode (reduce)
1. Comparing various launch configs for CUDA based vector element sum (in-place).
Opendatabay - Open Data Marketplace.pptxOpendatabay
Opendatabay.com unlocks the power of data for everyone. Open Data Marketplace fosters a collaborative hub for data enthusiasts to explore, share, and contribute to a vast collection of datasets.
First ever open hub for data enthusiasts to collaborate and innovate. A platform to explore, share, and contribute to a vast collection of datasets. Through robust quality control and innovative technologies like blockchain verification, opendatabay ensures the authenticity and reliability of datasets, empowering users to make data-driven decisions with confidence. Leverage cutting-edge AI technologies to enhance the data exploration, analysis, and discovery experience.
From intelligent search and recommendations to automated data productisation and quotation, Opendatabay AI-driven features streamline the data workflow. Finding the data you need shouldn't be a complex. Opendatabay simplifies the data acquisition process with an intuitive interface and robust search tools. Effortlessly explore, discover, and access the data you need, allowing you to focus on extracting valuable insights. Opendatabay breaks new ground with a dedicated, AI-generated, synthetic datasets.
Leverage these privacy-preserving datasets for training and testing AI models without compromising sensitive information. Opendatabay prioritizes transparency by providing detailed metadata, provenance information, and usage guidelines for each dataset, ensuring users have a comprehensive understanding of the data they're working with. By leveraging a powerful combination of distributed ledger technology and rigorous third-party audits Opendatabay ensures the authenticity and reliability of every dataset. Security is at the core of Opendatabay. Marketplace implements stringent security measures, including encryption, access controls, and regular vulnerability assessments, to safeguard your data and protect your privacy.
2. Introduction
The following report contains the results of the Alice Ross-King Care Centre
CISCA survey conducted in February 2020 for RAAFA.
Results have been generated for the whole organisation, and for each site to
illustrate the care capability, employee engagement and customer feedback.
Summary
1
Summary Page 1
Care Capability results Page 2-6
Detailed Results Page 7-19
Customer Feedback Page 20-21
Staff Engagement Page 22=24
Staff Culture & Feedback Page 25
Staff Demographics Page 26
Name of Centre Org Wide
Staff Culture Score 8 / 10 7.4 / 10
Staff Engagement 81% 74%
Capability 4.4 / 5 4.5 / 5
Customer Satisfaction 9.26 / 10 8.91 / 10
Consumer NPS 83.8 69.9
Number of Responses
55 staff
73 consumer & family
339 staff
354 consumer & family
3. Customer Feedback
Calculating the Net Promoter Score:
Customers and their family members were asked to provide scores around their current
level of satisfaction as well as details on the positive aspects of the service being provided,
and what this team could do better.
Customer Satisfaction Score:
How satisfied are you with the services provided by this
organisation?
9.26 / 10
Net Promoter Score:
How likely are you to recommend this organisation to a friend or
family member?
83.8
The Net Promoter Score is an index ranging from -100 to 100 that measures the willingness
of customers to recommend an organisation’s products or services to others. It is used as a
proxy for gauging the customer’s overall satisfaction with an organisation’s service and the
customer’s loyalty to the brand.
Consumers and families were asked:
“On a scale of 0 to 10, How likely are you to recommend this organisation to a friend or
family member?”
The ratio of Promoters (score 9 or 10) to Detractors (score 0-6) provides the Net Promoter
Score.
20
4. Customer Feedback
Positive feedback about the service provided by this team:
What this team could do better to provide great quality service:
21
• Sincere and caring group of people.
• Staff genuinely care.
• Staff are friendly and build good relationships with residents and their
families (“they greet residents by name”).
• Residents and their families feel confident of the knowledge and skills of
staff.
• Issues or changes to care are shared with residents and staff quickly.
• Generally feel very satisfied with the service.
• More staff resources to enable more timely responses to customer
needs.
• Better communication amongst staff as to individual needs of
residents (in handovers for example).
• Provide more activities and outings accessible to those in wheelchairs.
• Greater choice and variety in the food menu available.
5. Staff Engagement
Employee engagement is the emotional commitment an employee has to their organisation
and its goals (Forbes, 2012). While employee satisfaction is a component of engagement, it
is not simply how ‘happy’ they feel at work or how ‘satisfied’ an employee is because a very
satisfied or happy employee may not go the extra mile.
Based on our review of the literature and our experience working with organisations from a
range of industries six factors of engagement were measured. Their results follow.
Career Development
Two questions were asked to examine the career development opportunities at this
organisation from the perspective of staff
Intention to Stay
Two questions were asked to understand employees’ intention to stay with this
organisation. A higher intention to stay would indicate a more engaged workforce.
22
*Percentage scores not shown are <5%
*Percentage scores not shown are <5%
6. Commitment to Organisational Goals
Five questions were asked to assess how committed or aligned employees are to the
whole of the organisation’s goals and vision.
Organisational Commitment
Five questions were asked to assess how committed employees feel to the actual
organisation. This would be evident in their contribution to improving the organisation
and how they speak about the organisation to others.
23
*Percentage scores not shown are <5%
*Percentage scores not shown are <5%
7. Psychological Commitment
Six questions were asked to assess whether employees felt they received an appropriate
reward for the amount of energy they invest into the organisation. The reward is not
necessarily monetary but includes whether they feel trusted, included and valued.
Satisfaction
Four questions were asked to assess how satisfied employees feel when they are at
work.
24
*Percentage scores not shown are <5%
*Percentage scores not shown are <5%
8. Staff Culture and Feedback
Positive feedback about the team and the service it provides:
What this team feels it needs to be able to function more effectively:
25
• No themes identified in response to this question.
• Enjoyable team to work in.
• The team is alert to residents’ needs.
• Compassionate and caring delivery of work.
Staff members were asked to rate the current workplace culture of their organisation on a
scale of 1 (worst workplace culture i.e. unhappy staff, no communication, lots of conflict,
no relationships, poor teamwork) to 10 (best workplace culture i.e. happy and motivated
staff, open communication, fantastic team work and great leadership). They were also
asked details on the positive aspects of their team, and what their team could do better.
Staff Customer Score 8
9. Staff Response Demographics
26
42% Carer
24% Domestic (Kitchen, Domestic Laundry)
9% RN/EN
7% Kitchen / Club staff
5% Allied Health Worker (OT, Physio)
Role within the team
5% Other
4% Operational Management
(Residential Care)
2% Maintenance / Ground staff
2% Administration Assistants
Hours worked on average / week
0-10 11-20 21-30 31-40 40 + Other
0
10
20
30
40
< then 3
months
3 to 6
months
6 months
to 1 year
1 year to
5 years
5 years to
10 years
10 years
+
Years of service in
organisation
0
10
20
30
40
< then 3
months
3 to 6
months
6 months
to 1 year
1 year to
5 years
5 years to
10 years
10 years +
Years of service in
current team