Transcript www.healthsystem.virginia.edu

R
Engagement
Education Session #2
Creating Powerful Action Plans
October/November, 2014
You are here!
Discuss
Select
Plan
Follow
Up
II. Select 2 survey items on which to focus
a)
One Q12 item that is most negatively impacting patient or team
member safety in your area
b) One Q12 item that is most positively impacting patient or team
member safety in your area
III. Plan an A3 for 2 survey items
a)
b)
c)
d)
Need/Rationale
Current Condition
Target Condition and Reasoning
Action Plan
Today’s topics
1
2
3
4
• Understanding the current state of engagement
• Using A3 problem solving to create powerful action plans
• Addressing the different levels of engagement
• Identifying root causes & action steps
Our Engagement Journey
Percentile
29th
5
4.5
4
35th
3.79
3.82
3.87
3.83
3.78
3.92
3.84
3.91
2007
2008
2009
2010
2011
2012
2013
2014
3.5
3
2.5
2
1.5
1
0.5
0
Gallup Health Care Clients
Adena Health System
Hendrick Health System
Adventist Health System
Henry Ford Health System
Alegent Health
Hospital for Special Surgery
Borgess Health Alliance
Intermountain Healthcare
Aultman Health Foundation
Lakeland Regional Medical Center
Baptist Health
Loma Linda University Medical Center
Baptist Health South Florida
MemorialCare
Bon Secours Health System Inc.
MultiCare Health System
CentraCare Health System
Parrish Medical Center
Cleveland Clinic Foundation
Self Regional Healthcare
Commonwealth Health Corporation
Sisters of Mercy Health System
Hawaii Pacific Health System
Vanguard Health Systems
Informal Leader
BP I
New Leader Orientation
BP II
commitment form
Power of One/Stepping It Up/ Balance
$15/ team member
Bravo
referral program
Urewards
Peer Interviews
Uteam Perks
Buddy Program
Outstanding Contributor
ID badge
Impromptu celebrations
Influential Leadership
engagement series
Uteam meetings
suggestion Box
skip level meetings
tools
job aids
team member profile
videos
1:1 manager meetings
social media
Reward
&
Recognition
Recruiting
&
Onboarding
Leadership
&
Learning
Despite those efforts
61% of our workgroups are in
the bottom two quartiles
% of Workgroups
100%
75%
50%
35%
n 113
25%
26%
n 86
22%
n 73
17%
n 55
0%
2014=
<3.76
3.76-<4.11
4.11-<4.45
4.45+
n= 130
113
95
86
56
73
39
55
RRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRR
4636 team members are in the bottom half
4636
% of Workgroups
100%
1822
75%
50%
35%
n 2907
25%
26%
n 1729
22%
n 1347
17%
n 475
0%
2014=
<3.76
3.76-<4.11
4.11-<4.45
4.45+
n= 130
113
95
86
56
73
39
55
RRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRR
8 out of 11 job families are in the bottom half
2014 Medical Center
GrandMean: 3.91
Percentile: 35th
Management
4.39
2014
Percentile
2014
n Size
YOY
Change
71st
307
0.09
Computing
4.24
60th
211
0.07
Finance
4.23
59th
262
0.01
Allied Health
4.02
43rd
630
0.15
Facilities and Trade
4.02
43rd
324
0.11
Pharmacy
3.90
34th
188
-0.05
Administrative
3.88
33rd
933
0.02
Labs
3.87
32nd
222
0.04
Nursing
3.78
26th
1,912
0.10
Health Care Specialist
3.71
22nd
696
0.11
Radiology
3.68
20th
152
0.04
0.00
1.00
2.00
3.00
Note: Percentiles based on Gallup’s 2014 Q12 Healthcare Workgroup Level Database
4.00
5.00
Front-line manager
input regarding barriers to
improving work environment
• Time/competing priorities
• Unclear expectations/directions
• Staffing issues
– Not enough staff
– Span of control
– Disengaged/actively disengaged team members
127 respondents to
SurveyMonkey
• BP I
• BP II
• Influential L-ship
• “Broken” processes
• Lack of support from senior leaders
– Fear of speaking out
– Poor performers continue to work here
– Fear of the budget
• Learned helplessness
– They have given up asking
I hope it gets
better in 2015…
Hope is not a strategy to solve a
problem…
neither is a survey
1
2
3
4
• Understanding the current state of engagement
• Using A3 problem solving to create powerful action plans
• Addressing the different levels of engagement
• Identifying root causes & action steps
2014 Q12 Results
Medical Center
2014 Mean
(n=6,235)
2014
Percentile
Ranking
Change
Opportunities to learn and grow
4.01
40th
+0.11
Progress in last six months
3.78
31st
+0.21
Best friend
3.62
34th
+0.13
Coworkers committed to quality
4.09
37th
+0.08
Mission/Purpose of organization
3.99
30th
+0.11
My opinions count
3.62
38th
+0.10
Encourages development
3.89
39th
+0.08
Supervisor/Someone at work cares
4.10
35th
+0.04
Recognition last seven days
3.51
36th
+0.02
Do what I do best every day
4.03
34th
+0.03
Materials and equipment
3.92
33rd
+0.03
I know what is expected of me at work
4.39
32nd
+0.00
Q12 Items
Note: Percentiles based on Gallup’s 2014 Q12 Healthcare Workgroup Level Database
Provide support at the base of the
(traditional) engagement hierarchy
Medical Center
2014 Mean
(n=6,235)
2014
Percentile
Ranking
Change
Do what I do best every day
4.03
34th
+0.03
Materials and equipment
3.92
33rd
+0.03
I know what is expected of me at work
4.39
32nd
+0.00
Q12 Items
The highlighted items continue
to be lower ranking items for the
Medical Center; additionally,
these items had some of the
smallest improvement this past
year.
For many team members, the
‘Expectations’, ‘Materials’ and ‘Do
Best’ items are about more than
just job descriptions and
equipment.
Note: Percentiles based on Gallup’s 2014 Q12 Healthcare Workgroup Level Database
A3 problem solving:
Know what’s expected
1. Need/ Rationale
Discovery meeting discussion revealed that team members
were not clear on their day-to-day responsibilities. The group
identified that certain people tend to have different
expectations i.e., requesting time off.
3. Target Condition
Team members will know what is expected of them as
evidenced by consistent communication and application of
the request for time off process.
4. Reasoning
Team members who understand how to request time off
will better understand what is expected of them within the
department.
2. Current Condition
• Why don’t people know how to request time off?
• Because everyone does it differently
• Why does everyone request time off differently?
• Because the manager has not set expectations.
• Why hasn’t the manager set expectations?
• Because she hasn’t thought about the ideal way to
request time off.
• Why hasn’t the manager created an ideal process to make
time off requests?
• Because she has other competing priorities.
• Why can’t team members recommend a consistent process?
• Team members can make recommendations for
approval by the manager and team.
5. Action Plan
- Action steps
- Timeline
- Expected outcomes
- Accountability
6. Key Learning
Action Plan:
Know what’s expected
5. Action Plan – Requesting time off
What
Who
When
Outcome
Determine various ways
team members currently
request time off
Mary
2 week period
Clear illustration of
current practices
Evaluate the current
practice which meets
the needs of the
department and team
member
Mary & Steve
1 week period
1st draft of time off
request process
Review 1st draft with
team members in team
meeting
Manager
December Team
Meeting
Approval of time off
process
Implement new process
All team members
By January 1, 2015
All team members
request time off using
same process
Explore additional areas
where team members
may not have clarity
All team members
By April 1, 2015
Increased understanding
of team member
expectations
A3 problem solving:
Materials & Equipment
1. Need/ Rationale
During Discovery Meetings team members report they are
consistently looking for supplies they need to perform their
job.
Examples:
• “We cannot find X when we need it”
• “We had to put in a rush request for X the past 4 times we
needed it”
2. Current Condition
• Why cant people find needed supplies?
• Because everything is not stored in a consistent place
• Why are supplies not stored in a consistent place?
• Because people don’t put things back in proper place
• Why don’t people put supplies back?
• Because they are in a hurry and no process has been
established
• Why isn’t there a process in place?
• Because no one has taken the time to do this
• Why doesn’t the manager delegate this responsibility to some
team members?
• He can. Team members can come up with a
recommended process for storing supplies.
3. Target Condition
Team members will have the supplies they need to perform
their job duties efficiently and effectively in order to prevent
work disruptions (5S: sort, store, shine, standardize, sustain).
4. Reasoning
Team members who have what they need to perform their
jobs well will be more satisfied with work and deliver better
service to customers.
5. Action Plan
- Action steps
- Timeline
- Expected outcomes
- Accountability
6. Key Learning
Action Plan:
Materials & Equipment
5. Action Plan – Locating needed supplies
What
Who
When
Outcome
Sort out unnecessary
items, keep items based
on frequency of use
Rick, Julia and Tami
2 week period
Segregate and eliminate
supplies
Arrange items so they can
be found quickly
Rick & Julia
2 week period
Organize and rearrange
Visually sweep area after
use and clean any mess
All team members
December Team Meeting
Daily cleanup process
Standardize cleanup
activities so that these
actions are specific and
easy to perform
All team members
By December 1, 2014
Constant adherence to
first 3 steps and safety
Make a habit of
maintaining established
procedures and ensure
they are followed by
promoting adherence and
using visual measurement
tools
All team members
By January 1, 2015
Achieve habitual
compliance
A3 problem solving:
Do what I do best
1. Need/ Rationale
Discovery meeting revealed that several team members
believe they are completing mundane tasks at work and are
not utilized to their highest potential.
3. Target Condition
Team members will be given opportunities to leverage their
individual strengths and interests while performing their role.
Examples: checklists, audits, etc.
4. Reasoning
Team members who are given the opportunity to do what
they do best feel more valued as a member of the team and
feel more confidence in the team overall.
2. Current Condition
• Why do people believe the tasks they perform are mundane?
• Because no one has asked them about their individual
strengths
• Why don’t people know about each other’s strengths?
• Because everyone is focused on the primary tasks of
the role – no one has inquired
• Why don’t we collect information on each person’s
strengths/interests?
• We can – we will!
5. Action Plan
- Action steps
- Timeline
- Expected outcomes
- Accountability
6. Key Learning
Action Plan:
Do what I do best
5. Action Plan – Leveraging strengths
What
Who
When
Outcome
Create a tool to gather
professional interests
and strengths
Sara
1 week period
Learn what inspires
team members to do
their best work
Complete tool
All team members
2 week period
Clear list of professional
interests/ strengths
Review list
Manager
1 week period
Develop follow up
questions to gain clarity
from each team member
Conduct follow up
meetings with each
team member
Manager & team
members
By January 15, 2015
All team members
discuss ways to leverage
strengths within the
role/department and
share with peers
Share everyone’s
strengths/ interests with
all team members
Manager & team
members
By February 15, 2015
Each team member sets
1 goal/task that aligns
with their strength
Entering Action Plans
via Gallup Online
Gallup Online
Impact Plan Section
Utilizing A3
problem solving
methodology
prepares you for
Action Plan
submission
What can
individual team members do?
A
Assess their own goals and satisfaction drivers to clearly
define what success looks like to them
C
Communicate with the manager and share aspirations
and needs in order to clarify where to focus energies
T
Take Action by taking ownership of their own
engagement
What can
front-line managers do?
C
A
R
Build solid coaching relationships with team members
for both performance & development
E
Engage yourself and each individual with dialogue
about what matters most
Align interests & priorities to organizational goals
Recognize & show appreciation for discretionary effort
that’s in line with the strategy
What can
senior leadership do?
C
Foster a sense of community
A
Be authentic in words and actions
S
Convey to team members their individual significance
E
Demonstrate excitement as the team moves forward
Next Steps
 Share what you have learned today & modify action plans
where necessary
 Enter action plans into Gallup Online
 Utilize your Informal Leaders as Engagement Champions
 Integrate engagement into your team meetings
 Use tools found on engagement website
 Incorporate engagement into your discussions about other
initiatives (i.e. quality, patient satisfaction, etc.)
 Share best practices and lessons learned at leadership
meetings
1
2
3
4
• Understanding the current state of engagement
• Using A3 problem solving to create powerful action plans
• Addressing the different levels of engagement
• Identifying root causes & action steps
Previously we viewed &
discussed 2 videos
http://www.youtube.com/watch?v=y4nwoZ02AJM
http://www.youtube.com/watch?v=gZ3wxgog4nc
Imagine your team members
are more like crew members
RR
3 are busting their butts
5 are looking at the scenery
Engaged
Disengaged
And 2 are trying to sink the boat
Actively Disengaged
Who are the Engaged?
• Engaged: high on both contribution and satisfaction
• Almost Engaged: large group, doing a decent job, reasonably
satisfied; more employable than disengaged, more likely to
consider a new employer than the fully engaged
• decent performers who get less of your attention
What to do with the Engaged
• Achieve results – get team members involved in goal setting
• Mark progress – structure work so progress is visible and
prevent setbacks
• Maximize performance – make top performance worthy of
team member attention and provide feedback
• Authentic recognition – show team members that
accomplishments are appreciated
• Build relationships – work is social, develop and maintain a
strong network of relationships
Catch people doing something right
What to do with the Engaged
• Enliven energy – physical, emotional, and mental
• Leverage strengths – productivity increases when people
enjoy what they are doing
• Make meaning – meaningful work results in engaged,
sustained and enriched people
• Master moments – each connection made has the potential
to become a high point or low point in someone’s day
• Enhance well-being – eliminate the toxic elements of the
workplace
Catch people doing something almost right
Who are the Disengaged?
• Honeymooners (new job/new role): high on satisfaction but
not fully up to speed
• Hamsters: working hard but not on the right things or tucked
away comfortably content with minimal contribution
What to do with the Disengaged
• Interpersonal style & integrity - explore individual interests,
increase availability, role model personal manners and strong
ethics
• Monitor direction - review, guide, and clarifying expectations;
manage time & resources, and follow processes and procedures
• Support growth – embody autonomy, empowerment,
development, feedback, praise and recognition
You’re likely going to have to look for ways to engage this group…
there are so many of them
Who are the Actively Disengaged?
• Crash & Burners: delivering great results but not getting what
they want from the work
– 2 exit routes (Quit or Quit & Stay)
– Have turned an emotional corner whereby their attitudes
and behaviors can be contagious to others
– Partnership between the company and the individual is in
need of a fix
– Existing performance management processes have failed
to address the situation
What to do with the Actively
Disengaged
Ask him/her:
– How do you define satisfaction?
– What does success look like for you personally?
– Are you content with minimal contribution?
– How might this be impacting your individual performance?
– How might this be impacting your team’s performance?
Simultaneously, role model
what you expect
• Open, fair and consistent communication
• Build and sustain relationships
• Provide knowledge, clarity and guidance
• Support development & progress – prevent setbacks
• Handle conflict and problems
If necessary, work on yourself
Am I…
Consider…
The commitment...
projecting my “stuff” onto others?
What negativity might I be projecting
onto others?
I will have a bad days but I don’t have
to be unpleasant about it.
struggling with time management?
What is overwhelming me and how is
it impacting my ability to manage my
time?
I will want to vent, but I need to have
the right conversations with the right
people.
trying to make everyone happy?
Why do I think it is my job to make
team members happy?
I will get frustrated but I need to
create an environment where they
will be successful, make a difference,
and contribute to the rest of the
team.
allowing frustration with a single
concern overshadow all other
efforts?
What can I focus on that is working
and translate it to something else?
I will act upon issues within my
control and escalate more systemic
issues through my help chain.
managing to the survey scores?
What components of how I lead and
manage will increase engagement?
I will make it easy to do the right
thing and hard to do the wrong thing.
beating my head against a brick wall?
What might I need to rephrase in
order to be heard?
I will expect positive attitudes and
hold myself and others accountable.
1
2
3
4
• Understanding the current state of engagement
• Using A3 problem solving to create powerful action plans
• Addressing the different levels of engagement
• Identifying root causes & action steps
Compilation of Best Practices
Uteam Resources
Action Plan Reflection
Coming up…
 Oct/Nov 2014
MC Management Education #2 – Creating Powerful Action Plans
Feb/Mar 2015
MC Management Education #3 – Reviewing Plans & Sharing Key
Learnings
May 2015
Health System Census Survey
Enrollment in Education Session #3 will begin in
January via the Learning Management System