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Children’s Hospital
Employee Engagement
       Presented to
       OD Network
      March 22, 2006
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
Employee
Engagement
  Survey
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.
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.
Methodology
   On-Line Survey

   All Employees except Physicians

   5 Point Scale

   Totally anonymous and confidential

   Identify work groups & demographics
Results
   Employee Engagement Index
   Survey Dimensions
    - Teamwork              - Personal Growth & Development
    - Trust                 - Future/Vision
    - Quality               - Service Quality
    - Communication         - Compliance
    - Recognition/Rewards   - Involvement & Belonging


   Individual Questions
Employee Engagement Index
              How is it measured?
    A combination of the responses to three
    engagement items:
   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.
Priority Issues
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
Action
Planning
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
Factors
       that
Inhibit Improvement
Employee engagement
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.
Organization-Wide
     Impact
Army of Nurses
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
So that all children may have a
better chance to live...

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Employee engagement

  • 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
  • 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 - 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 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.
  • 9. Priority Issues 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
  • 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
  • 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.
  • 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...