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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 Trust Quality Communication Recognition/Rewards Individual Questions Personal Growth & Development Future/Vision Service Quality Compliance Involvement & Belonging
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:
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
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
 
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 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
  • 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.
  • 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...

Editor's Notes

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