Transcript Document

Medical Center
Engagement Survey
Education Session #1
Sharing Results & Conducting
Discovery Meetings
August/September, 2014
What we will cover today
1
•Gallup Theory
2
•Medical Center Results
3
•Workgroup Results
4
•Action Planning
Group Work
 Each person take 1 minute
to reflect on 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
described how you felt during that
best moment at work.
 How many of you feel you
were more productive
when you had these
feelings?
The Raise Your Hand exercise
Everyone defines engagement using the words discretionary effort,
but how do you easily explain or demonstrate it?
1
•Gallup Theory
2
•Medical Center Results
3
•Workgroup Results
4
•Action Planning
The Big Picture
Q12 Team
Member
Engagement
Survey
Achieved
Mission
Sources of
Engagement &
Disengagement
Increased
Engagement
Team Action
Plan
Usually the process
stops right around here
The Sorting Effect
Poor Question
uu
u
u
u
u
u
Low rating
u
u
“I receive recognition.”
High rating
Great Question
uuuu
uuu u
u
u
Low rating
uu u
u
High rating
“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
Q10. I have a best friend at work.
More productive
workgroups
Less productive
workgroups
Gallup Engagement Hierarchy
The Q12®
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
Grow
Grow
Belong
(teamwork)
Give
(individual contribution)
Get
(basic needs)
The Gulf Between
Yes and No
1
2
3
4
Strongly Disagree
5
Strongly Agree
5 Very strong yes
4 Yes, but…
Psychological gap
3 Nice no
2 Solid no
1 Angry no
The effects of improving
engagement:
 Safety Incidents
(patients and
team members)
 Absenteeism
 Turnover
 Theft
 Quality
 Customer Service
 Productivity
 Profitability
1
•Gallup Theory
2
•Medical Center Results
3
•Workgroup Results
4
•Action Planning
Most entities experienced a meaningful increase* in
their GrandMean
Gallup 50th percentile (Healthcare 2nd Admin): 3.82
GrandMean Percentile (Healthcare Workgroup Level):
26th 34th
29th 35th
20th
31st
21st
GrandMean
5.00
4.00
2013
3.80
3.90
+0.10
3.84
3.91
3.70
3.86
31st
33rd
3.86
3.90
50th
24th
21st
3.76
3.69
2014
3.72
4.11
+0.07
3.00
2.00
n=
UVA
Health
System
MC
8,336 8,696
5,908 6,235
SOM
1,775
1,781
UVA PG
552
565
Note: Percentiles based on Gallup’s Q12 Healthcare Workgroup Level Database from survey year;
ranked by 2014 GrandMean with UVA Health System shown first
*Meaningful increase is defined as +/- 0.10
SON
72
HSL
69
29
28
Engagement: Three Types of
Team Members
Avg: 29%
Engaged
Loyal and psychologically
committed. More productive;
higher retention.
“If I see a piece of
paper on the floor,
I pick it up.”
52%
Not Engaged
Productive, but they are not
psychologically connected to
their company. They miss more
workdays; more likely to leave.
“If I see a piece of
paper on the floor,
I let someone else
get it.”
Typically, you need 5 engaged team members to offset
Copyright © 2008, 2013 Gallup, Inc.
All rights reserved.
every
disengaged team member.
19%
Actively Disengaged
Physically present, but
psychologically absent. They
are unhappy and insist on
sharing this unhappiness with
others.
“I put the piece of
paper on the floor!”
There is some variance within the Medical Center among the
employee groups, but progress seen among most job families
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
Scores increased on almost all engagement items,
particularly those related to teamwork and growth
Category
Medical
Center
2013 Mean
(n=5,908)
2013
Percentile
Ranking
Medical
Center
2014 Mean
(n=6,235)
2014
Percentile
Ranking
Change
Opportunities to learn and grow
3.90
31st
4.01
40th
+0.11
Progress in last six months
3.57
20th
3.78
31st
+0.21
Best friend
3.49
26th
3.62
34th
+0.13
Coworkers committed to quality
4.01
33rd
4.09
37th
+0.08
Mission/Purpose of organization
3.88
25th
3.99
30th
+0.11
My opinions count
3.52
33rd
3.62
38th
+0.10
Encourages development
3.81
33rd
3.89
39th
+0.08
Supervisor/Someone at work cares
4.06
33rd
4.10
35th
+0.04
Recognition last seven days
3.49
34th
3.51
36th
+0.02
Do what I do best every day
4.00
32nd
4.03
34th
+0.03
Materials and equipment
3.89
30th
3.92
33rd
+0.03
I know what is expected of me at work
4.39
32nd
4.39
32nd
+0.00
Q12 Items
Growth
Teamwork
Individual
Contribution
Basic Needs
Note: Percentiles based on Gallup’s Q12 Healthcare Workgroup Level Database from survey year
There were even bigger gains on the additional items
asked
Mean
%5
Change
20132014
My supervisor or chair involves our team in key
decisions that affect our jobs and work
environment.
3.66
31%
+0.30
I feel free to speak out without fear of retaliation
or disciplinary action.
3.58
30%
+0.30
My role receives the attention and respect it
deserves from others.
3.58
24%
+0.25
Additional Items
Team members are still looking for emotional support
from their managers
“What one change or improvement would have the most
positive impact on your work environment?”
Medical Center
Rank
Category
%
1
Better Staffing Ratio/Understaffed
14%
2
Improve Morale/Care About and Support Team
Members/Faculty/Staff
14%
3
Better Management/More Visibility
13%
4
Improve Physical Facility/Improve Signage/Parking
11%
5
Need Tools/Materials/Equipment/Supplies to Do the Job
10%
6
Better Communication
10%
7
Better Teamwork
8%
Accountability Items
• I received feedback on the
previous Employee Engagement
Survey conducted at UVA Health
System
2013 survey results were
shared
• My team participated in an
effective impact planning
session following last year's
Employee Engagement Survey
Discovery meetings held
and impact plans
developed
• My team has made progress on
the goals set during our impact
planning sessions after the last
Employee Engagement Survey
Making progress
Accountability Scores and Percentiles
Gallup Accountability Index Workgroup Level 50th percentile:
4.05
Accountability Index Percentile:
37th
39th
29th
35th
GrandMean Percentile (Healthcare Workgroup Level):
34th
35th
31st
31st
46th
8th
50th
21st
Accountability Index
5.00
4.00
3.80
3.85
3.62
3.76
3.97
2.86
3.00
2.00
1.00
0.00
UVA
Health
System
n=
7,647
MC
SOM
UVA PG
SON
5,519
1,520
506
64
Note: Percentiles based on Gallup’s 2014 Q12 Additional Items Accountability Index and Healthcare Workgroup Level Databases;
ranked by Accountability Index with UVA Health System shown first
HSL
24
Medical Center local workgroups have to continue to
play their parts
Engagement (GrandMean)
5.00
Engagement and action
planning at the Medical
Center are closely correlated.
Gallup Accountability
Index 50th
(4.05)
4.50
4.00
Gallup Q12
Healthcare 50th
(4.11)
3.50
3.00
2.50
2.00
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
Accountability
I received feedback on the previous Employee Engagement Survey conducted at the University of Virginia 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.
62% of workgroups made some progress on their
action plans in 2014
%1
%2
I received feedback on the previous
#6 5%5% 14%
Employee Engagement Survey
conducted at the UVA Health System.
My team participated in an effective
impact planning session following last 7
year's Employee Engagement Survey.
7% 8%
My team has made progress on the
goals set during our impact planning
8
sessions after the last Employee
Engagement Survey.
7% 9%
%3
31%
18%
21%
%4
%5
45%
29%
32%
37%
30%
Note: Percentiles based on Gallup’s 2014 Q12 Additional Items Accountability Index Workgroup Level Database;
numerical values shown when 5% or higher; due to rounding, percentages may sum to 100% + 1%
Mean Percentile
4.05
38th
3.82
39th
3.69
39th
1
•Gallup Theory
2
•Medical Center Results
3
•Workgroup Results
4
•Action Planning
Let’s get familiar with our
scorecards
New Section: Accountability
Represents your Engagement
Score on 2014 Appraisal
Section I: Org Goals
• Use Direct Report Scorecard
• If n <5, use 2nd Unit
(Roll Up)
Does not fully
meet
expectations
Fully Meets
Expectations
Consistently
Exceeds
Expectations
1.00 - 3.74
3.75 - 4.49
4.50 - 5.00
NOTE:
• If entering into leadership role after
April 1 defaults to
“Fully Meets Expectations”
• New leaders hired after April 1 are not
eligible for 2014 appraisal
New Section:
Engagement Index Ratio
Must have 30+ respondents to
get Engagement Index
Must have 100+ respondents to
get both the Engagement Index
and the Engagement ratio
1
•Gallup Theory
2
•Medical Center Results
3
•Workgroup Results
4
•Action Planning
Informal Leaders as
Engagement Champions
• 500+ 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 Action
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
A new approach to Action
Planning
Two Group Approach
Expectations:
2 survey items
4-Step Process:
Discuss
Select
Plan
Follow
Up
Discovery Meetings: Brainstorming Sources of
Engagement & Disengagement
Discuss
I.
Select
Plan
Follow
Up
Discuss engagement and the survey results
Distribute the engagement scorecard and explain its mechanics.
(Utilize resources found on 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.
Copyright © 2013 Gallup, Inc. All rights reserved.
What’s do these black dots
mean?
When the # of respondents is less than 10, only the %5
and mean scores are provided.
Copyright © 1993-1998, 2013 Gallup, Inc. All rights reserved.
Where did the percentages
and scores go?
<5
When the # of respondents is less than 5, no percentages or
scores are provided.
Copyright © 1993-1998, 2013 Gallup, Inc. All rights reserved.
Integrating Be Safe with
Engagement Action
Planning
Be Safe Ideal State
The UVA Health System will be the safest place for patients to receive
care:
• Deliver care with no harm
• Ensure that patients are healthier than when they arrived
The UVA Health System will be the safest place for team members to
work:
• Physically – work in injury-free environment
• Emotionally – express concerns with confidence
• Professionally – supported to do what you do best every day
Importance of culture trilogy
Team members:
Respect
• are treated with dignity and respect by
everyone they interact with
• have the tools to do their job, including
training, supplies, and encouragement
Tools
Recognition
• are recognized for the contribution they make
by someone they care about
Engagement
Respect
•
•
•
•
•
•
•
•
Know what’s expected
Opportunity to do best
Cares about me
Development
Opinions count
Best friend
Progress
Learn & grow
Tools
•
•
•
•
•
Know what’s expected
Have materials & equipment
Opportunity to do best
Mission/Purpose
Committed to Quality
Recognition
•
•
•
•
•
•
•
•
•
Know what’s expected
Opportunity to do best
Recognition
Cares about me
Development
Opinions count
Best friend
Progress
Learn & grow
A Two-Group Approach to Action Planning
Discuss
Select
Plan
Follow
Up
II. Select 2 items on which to focus
a)
Divide your workgroup into two groups (Group 1, Group 2).
b) Ask Group 1 to select the Q12 item that is most negatively impacting
patient safety or team member safety in your area.
Using the sample report, tables 1-4 will find an item
that you think most negatively impacts safety and
write it at the top of the flip chart
c)
Ask Group 2 to select the Q12 item that is most positively impacting
patient safety or team member safety in your area.
Using the sample report, tables 5-7 will find an item
that you think most positively impacts safety and write
it at the top of the flip chart
Move From Dialogue to Action
The way things happen now
A better way to work
Left Side
1. Need/ Rationale
Right Side
3. Target Condition
- Background
- Problems/needs
- Measures
4. Reasoning
- Hypothesis
2. Current Condition
- Drawing
- Key issues
- Root causes
5. Action Plan
- Action steps
- Timeline
- Expected outcomes
- Accountability
6. Key Learning
Example
1. Need/ Rationale
• 37% of team members do not know what is expected of
them at work
• Discovery meeting showed that new hires experience this
more than tenured team members
• 1st year turnover consistently hovers at 21.7%
3. Target Condition
• Newly hired team members will know what is expected of
them as evidenced by monthly 1:1 meetings to discuss
goal progress
• Percentage of 4s &5s will increase from 63% to 83% on
2015 survey
• First year turnover will decrease from 21.7% to 15% by
May 2015
4. Reasoning
Newly hired team members who understand what is
expected of them will see how their role contributes to the
success of the department and organization
2. Current Condition
• Why don’t people know what’s expected of them at work?
• Because no one has explained the importance of
setting individual performance goals to new hires
• Why hasn’t anyone explained this to new hires?
• Because 1:1 meetings are not held.
• Why aren’t 1:1 meetings held?
• Because the manager is the only one who can have
these meetings and she is too busy.
• Why does the manager have to own this responsibility?
• They don’t. Someone else on the team could have
the meeting with the new hire.
5. Action Plan
- Action steps
- Timeline
- Expected outcomes
- Accountability
6. Key Learning
Education
Session #2
Education
Session #3
A Two-Group Approach to Action Planning
Select
Discuss
Plan
Follow
Up
III. Plan an A3 for two survey items
1.
Discuss with the group the Need/Rationale (background, problems, needs,
measures) Each group transcribe on your flip chart the
need/rationale
2.
Ask each group to describe the Current Condition (5 Whys) – stress
observation over speculation – to determine the root cause
Each group return to your flip chart and describe the
current condition
3.
Ask each group to describe the Target Condition and Reasoning
Each group return to your flip chart and describe the
target condition and reasoning
4.
Ask each group to develop an Action Plan based on an identified root cause
Copyright © 2013 Gallup, Inc. All rights reserved.
Each group return to your flip chart and
mock up an Action Plan
Practical Tips for Effective
Action Planning Sessions
 Connect the Dots
•
•
•
•
Share results
Celebrate achievements
Tie engagement to Be Safe
Complete A3 on 2 items
• Observation trumps speculation
• Use drawings, 5 Whys
 Encourage Ownership and Participation
•
•
•
•
•
Utilize the Two-Group Approach
Rotate leadership (the power of the marker!)
Stand (generates quicker thinking)
Incorporate flipcharts (increases visibility)
Insist on cross-group consultation (promotes collaboration)
 Discourage Domination by the Actively Disengaged
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.
Education Timeline
 Aug 5
Health System Executives – Engagement Results &
Recommendations with Gallup (4:00-5:00)
 Aug 6
MC Chiefs & Administrators – Engagement Results &
Recommendations with Gallup (2:30-3:30)
 Aug 13
MCMG Meeting – Present overview of results
 Aug 20
MC Management Email from Gallup with link to Gallup Online
 Aug 21 – Sept 4
MC Management Education #1 – Results sessions
Sept 11
Team Member Council Meeting – Present overview of results
Sept 11
PNSO Cabinet Meeting – Present overview of results
Oct/Nov 2014
MC Management Education #2 – Effective Action Planning
Feb/Mar 2015
MC Management Education #3 – Following Up
May 2015
Health System Census Survey
43
Next Steps
 Discuss this process and your plan with your Informal Leaders
and Leadership Team
 Hold Discovery meetings with your workgroup
 Use A3 problem solving to create Action plans on 2 items
 Enroll in Education Session #2: Creating Powerful Action Plans
using A3 Problem Solving