Impact Planning - University of Virginia Health System

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Transcript Impact Planning - University of Virginia Health System

Medical Center Management Employee Engagement Survey Education Session #1

Results & Impact Planning September/October, 2013

What we will cover today

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•Gallup Theory •Medical Center Results •Workgroup Results •Impact Planning

Group Work

 Each person take 1 minute to share with your tablemates the best moment you’ve ever had at work.

 Using the provided “Notes” page, take 1 minute to write down every word you can think of that describes how you felt during that best moment at work.

 How many of you feel you were more productive when you had these feelings?

Everyone defines engagement using the terms discretionary effort, but how do you easily explain or demonstrate it?

1 2 3 4

•Gallup Theory •Medical Center Results •Workgroup Results •Impact Planning

The Big Picture

Achieved Mission Q12 Employee Engagement Survey Increased Engagement Team Impact Plan Sources of Engagement & Disengagement

Usually the process stops here

How does Gallup choose the 12 questions?

1 – Do you use employee satisfaction surveys?

2 – How often?

3 – How many questions are on your survey?

4 – Do your folks feel better or worse after the survey?

The Sorting Effect

Poor Question

u Low rating u u u u High rating u u u u “I receive recognition.”

Great Question

u u u u u Low rating u u u u u High rating u u u u “In the last seven days, I have received recognition or praise for doing good work.”

For example:

Q03. At work, I have the opportunity to do what I do best

every day

Q04 .

In the last seven days

, I have received recognition or praise for doing good work.

u More productive workgroups Q10. I have

a best friend

at work .

Less productive workgroups

Gallup Engagement Hierarchy

The Q 12®

Opportunities to learn and grow Progress in last six months I have a best friend at work Coworkers committed to quality Mission/Purpose of organization At work, my opinions seem to count Someone at work encourages my development Supervisor/Someone at work cares Recognition last seven days Do what I do best every day I have materials and equipment I need to do my work right I know what is expected of me at work Copyright © 1993-1998, 2013 Gallup, Inc. All rights reserved.

Grow Grow Belong Give Get

The Gulf Between Yes and No

The effects of improving engagement:

 Absenteeism  Turnover  Theft  Safety Incidents (patients and employees)  Quality  Customer Service  Productivity  Profitability

1 2 3 4

•Gallup Theory •Medical Center Results •Workgroup Results •Impact Planning

Response Rate The survey was administered via Web from June 12-June 26, 2013 100% 80% 76% 88% 79% 68% 60% 60% 40% 20% 0% UVA Health System 2013 HSL 2013 MC 2013 SOM 2013

Note: Healthcare averages are based on Gallup’s 2013 Q 12 Healthcare Workgroup-Level Database

SON 2013 84% UPG 2013 Healthcare Avg. 80% Healthcare 1 st Admin Avg. 70%

While the Medical Center scores are on target for Gallup 1 st time administration clients, this is not our first time to administer a survey GrandMean 50 th GrandMean 50 th percentile (HC Overall): 4.11

percentile (HC 1 st Admin): 3.81

5,00 GrandMean Percentile (HC Overall): 26 th 24 th 29 th 4,00 3,80 3,76 3,84 20 th 3,70 3,00 2,00 1,00 0,00 n= UVA Health System 2013 8,336 HSL 2013 29 MC 2013 5,908

Note: Percentiles based on Gallup’s 2013 Q 12 Healthcare Workgroup-Level Database

SOM 2013 1,775 33 rd 3,90 SON 2013 72 21 st 3,72 UVA PG 2013 552

This is the distribution of ratings when compared to the Gallup Healthcare database Overall Satisfaction 6% %1 25% %2 %3 44% Learn & Grow 5% 7% Progress Best Friend 10% 12% 17% 12% 12% Quality Mission 6% 7% 18% 21% Opinions Development 9% 6% 11% 9% 18% 18% 21% 22% Cares Recognition 6% 14% 13% 13% 31% 16% 34% 39% 35% 33% 30% 26% 34% 26% Do Best Materials Expectations 7% 8% 9% 17% 20% 35% 38% 37% %4 %5 23% 37% 30% 30% 36% 34% 24% 45% 34% 32% 37% 32% 54% Mean Percentile 3.80

26 th 3.90

3.57

3.49

4.01

3.88

3.52

3.81

4.06

3.49

4.00

3.89

4.39

31 st 20 th 26 th 33 rd 25 th 33 rd 33 rd 33 rd 34 th 32 nd 30 th 32 nd

Note: Percentiles based on Gallup’s 2013 Q 12 Healthcare Workgroup-Level Database; numerical values shown when 5% or higher

Engagement: Three Types of Employees Engaged 29% 37%

Loyal and

psychologically committed.

More productive; higher retention.

52% Not Engaged 50%

Productive, but they are

not psychologically connected

to their company. They miss more workdays; more likely to leave.

19% 13% Actively Disengaged

Physically present, but

psychologically absent.

They are unhappy and insist on sharing this unhappiness with others.

Typically, you need 5 engaged employees to offset every disengaged employee.

Based on Gallup Poll: U.S. Working Population 2012 2.85:1

Management Finance Computing Pharmacy Facilities and Trade Allied Health Administrative Labs Nursing Radiology There is some variance among job families within the Medical Center 2013 Medical Center GrandMean: 3.84

Percentile: 29 th Percentile N-Size 4,30 64 th 261 4,22 58 th 246 4,17 54 th 215 3,95 37 th 176 3,91 3,87 34 th 31 st 724 316 3,86 3,83 30 th 28 th 19 th 909 218 1,869 Health Care Specialist 0,00 1,00 2,00 3,00

Note: Percentiles based on Gallup’s 2013 Q 12 Healthcare Workgroup-Level Database

3,68 3,64 3,60 4,00 5,00 17 th 15 th 138 621

Needs/concerns tend to vary at the different levels of engagement

4 in 10 workgroups at the Medical Center were in the bottom quartile of Gallup’s database in 2013 (compared to 46% for UVA overall).

100% 75% 2013 50% 41% 30% 25% 18% 12% 0% Bottom 25% Middle Quartiles Top 25% <3.78 3.78-<4.11 4.11-<4.44 4.44+ 2013 n= 130 95 56 39

Note: Quartile designations based on Gallup’s Q 12 Healthcare Workgroup-Level Database for the corresponding year; Due to rounding, the percentages may add up to 100% ±1%

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•Gallup Theory •Medical Center Results •Workgroup Results •Impact Planning

Let’s get familiar with our scorecards

Start a Movement

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Informal Leaders as Engagement Champions



400+ have attended the Informal Leader series

 Find out who and thank them for their leadership  Tell them you look to them for added help in understanding the scores  Come up with a plan to integrate them into the Impact Planning process such as:  Leading Discovery Meetings (multiple shifts may require more help)  Collecting and integrating data  Talking up the importance of everyone’s participation  Collecting goal data

1 2 3 4

•Gallup Theory •Medical Center Results •Workgroup Results •Impact Planning

A new approach Planning to Impact

5 Options: A Two-Group Approach Small cohorts within a larger workgroup Interdisciplinary Teams Senior Leadership 15-minute huddles Expectations: 2 survey items, total of 4 actions 4-Step Process: Discuss Select Plan Follow Up

Impact Planning

Discuss Select Plan Follow Up

Discuss engagement and the survey results

Distribute the engagement scorecard and explain its mechanics.

(Utilize resources made available to you via the engagement website) Discovery Meetings: With your workgroup, explore the reasons behind the scorecard results;

brainstorm sources of engagement and sources of disengagement.

Use the last page of your scorecard as a tool to develop questions to ask your team prior to discussing the scorecard results

Discovery Meetings: Brainstorming Sources of Engagement & Disengagement

Discuss Select Plan Follow Up a) Percentage of 5’s — high 

“Tell me what you are really excited about.”

b) Percentage of 1’s — high 

“Tell me what you are upset/concerned about.”

c) Mean Comparisons  Level-over-level  .2 (meaningful difference) 

“Tell me how you think we are different in comparison to the group above us.” HINT: Don’t compare the Grand Mean between items. The average is different for each. They don’t relate to each other and the discussion is not relevant for change, it is more for benchmarking purposes.

What’s up with this item?

When the # of respondents is less than 10, only the %5 and mean scores are provided.

What If I have Less Than 5?

When the # of respondents is less than 5, no percentages or scores are provided.

A Two-Group Approach to Impact Planning

Discuss Select Plan Follow Up

II. Select two questions on which to focus

a) Divide your workgroup into two groups.

3 mins b) Ask group 1 to select a relatively low scoring item from page 3 of the scorecard on which to work. c) Ask group 2 to select a relatively high scoring item from any of the Q12 on which to work. Copyright © 2013 Gallup, Inc. All rights reserved.

A Two-Group Approach to Impact Planning

Discuss Select Plan Follow Up

III. Plan four action items to work on those two survey questions

a) Ask each group to brainstorm barriers to higher scores on its selected item.

5 mins

b) Ask each group to brainstorm possible ACTION ITEMS to address those barriers — stress Span of Control.

5 mins

c) Ask each group to select the best two ACTION ITEMS for the survey question they chose.

1 min

Move From Dialogue to Action

d.) Ask each group to modify their two ACTION ITEMS using the SMARTS filter.

S M = Measurable A = Action Oriented R = Realistic T S = Specific = Timely = Strategic Specific



Well-defined

 

Provide clarity Who? What? Where? When? How?

Measurable



Can you quantify the Action in some way?



Can you tangibly verify if the Action has occurred?

Action-Oriented



Is the Action a behavior or a deliverable?



Is the Action filmable? Realistic



Is this Action within the Span of Control of the team?



Is the Action too big?

Timely



When shall the team start? By when shall the team be done?



If this is a recurrent Action, what’s the iteration (e.g., “third Thursday of the month”)?

Strategic



The Action Item must be relevant to your team’s core job responsibilities.



Will this Action distract the team from their jobs or help them do their jobs?

Practical Tips for Effective Impact Planning Sessions

 The Importance of Pace  The Value of Shock and Awe 

Keep it Quick — Brainstorming — NOT DISCUSSION

 Potential Business Outcomes – 60 seconds  Barriers – 5 minutes  Potential Action Items – 5 minutes  Slow it Down – SMARTS – 15 minutes  Encouraging Ownership and Participation:  The Two-Group Approach  Rotating Leadership  Standing  Flipcharts  Cross-Group Consultation  Discouraging Domination by the Actively Disengaged Copyright © 2013 Gallup, Inc. All rights reserved.

A Two-Group Approach to Impact Planning

Discuss Select Plan Follow Up

IV. Follow Up to monitor, revise, and ensure Impact Plan execution We will cover this in detail in Education Session #2!

How will we measure this?

2014 CENSUS ENGAGEMENT SURVEY

3 additional questions:

I received feedback on the previous Employee Engagement Survey conducted at UVA Health System My team participated in an effective impact planning session following last year's Employee Engagement Survey My team has made progress on the goals set during our impact planning sessions after the last Employee Engagement Survey Copyright © 2013 Gallup, Inc. All rights reserved.

DO NOT focus on the numbers, instead focus on the rich dialogue gained through the Discovery Meetings. Empower others to act on what is in their control.

Sept 4 Sep t11 Sept 16 Sept 19 - Oct 4 Oct 10 Oct 17 Nov/Dec 2013 Mar/Apr 2014 May 2014

Education Timeline

MC Chiefs & Administrators – Engagement Results & Recommendations with Gallup (9:30-10:30) Health System Executives – Engagement Results & Recommendations with Gallup (1:00-2:00)

MCMG Meeting – Present overview of results MC Management Email from Gallup with link to Gallup Online MC Management Education #1– Results sessions Employee Council Meeting – Present overview of results PNSO Cabinet Meeting – Present overview of results MC Management Education #2 – 2 Group Approach to Impact Planning MC Management Education #3 – Achieving Our Mission & Changing Our Culture

Health System Census Survey

Next Steps

 Discuss this process and your plan with your Informal Leaders  Pick 1 of the 5 Impact Planning options you will use to hold Discovery meetings with your workgroup  Hold Discovery Meetings  Enroll in Education Session #2  Bring SMARTS goals