Employee Engagement:A Goal and a Strategy

April 16, 2008

Employee Engagement:A Goal and a Strategy

April 16, 2008

Habib Tannir, M.S.Dale Walker, CRA, R.T. (R), B.S.B.A

Spring 2008 Advanced ProgramOptimizing All Levels of the Enterprise

IntroductionsIntroductions

Self IntroductionsSelf Introductions

1. Habib Tannir

2. Dale Walker

1. Habib Tannir

2. Dale Walker

Learning ObjectivesLearning Objectives1. Understand the elements of an employee

engagement survey, their relevance and their significance

2. Connect employee engagement with organizational performance along the pillars of a balanced scorecard

3. Develop strategies specific to areas of strengths and weaknesses

4. Develop action plans based on survey results

1. Understand the elements of an employee engagement survey, their relevance and their significance

2. Connect employee engagement with organizational performance along the pillars of a balanced scorecard

3. Develop strategies specific to areas of strengths and weaknesses

4. Develop action plans based on survey results

Why Employee Engagement Matters

Why Employee Engagement Matters

• As a Goal– Loyalty– Commitment

• As a strategy– Better business

performance

• As a Goal– Loyalty– Commitment

• As a strategy– Better business

performance

• The Ownership Model– Always promoting– Complete alignment of

personal and business interests

• The Ownership Model– Always promoting– Complete alignment of

personal and business interests

Three TypesThree Types

These employees are loyal and psychologically committed to the organization. They are more productive and more likely to stay with their company for a least a year.

ActivelyEngaged

These employees may be productive, but they are not psychologically connected to their company. They are more likely to miss workdays and more likely to leave.

PassivelyEngaged

These employees are physically present but psychologically absent. They are unhappy with their work situation and insist on sharing this unhappiness with their colleagues.

ActivelyDisengaged

More on the Three TypesMore on the Three TypesActively Engaged Passively Engaged Actively Disengaged

Loyal WHUDFML Hostile

Psych. Committed Not connected Lights on no one home

Always productive More/less Productive Insist on sharing

Most careful No one told me Blame game

Glad tidings Rumor Mill Rumor Millers

Active leaders Followers Undermining

Employee EngagementEmployee Engagement

Survey ElementsRelevance and Significance

Survey ElementsRelevance and Significance

Basic NeedsBasic Needs

I know and understand your expectations of me. 1. Job description

A. General to department / hospital.1. Specific to position 2. Specific to position

B. Orientation1. General to department / hospital2. Specific to position. 3. Goal setting

I know and understand your expectations of me. 1. Job description

A. General to department / hospital.1. Specific to position 2. Specific to position

B. Orientation1. General to department / hospital2. Specific to position. 3. Goal setting

Basic NeedsBasic NeedsI have expectations of you

A. Compensation1. Money2. Benefits

B. Equipment and supplies1. Well maintained2. Available without a hassle

C. Safety1. My safety2. Patient safety

D. Work environment1. Environmental2. Space / furniture

I have expectations of youA. Compensation

1. Money2. Benefits

B. Equipment and supplies1. Well maintained2. Available without a hassle

C. Safety1. My safety2. Patient safety

D. Work environment1. Environmental2. Space / furniture

My ContributionsMy Contributions

1. Be the best that I can be at my job1. Be the best that I can be at my job2. I am noticed for what I do every week2. I am noticed for what I do every week3. I am cared about as a person at work3. I am cared about as a person at work4. I am encouraged to develop professionally 4. I am encouraged to develop professionally

Am I Part of the Team?Am I Part of the Team?1. My opinion is considered1. My opinion is considered

2. Why we are here lets me know what I do is important

2. Why we are here lets me know what I do is important

3. The people I work with always do their best work

3. The people I work with always do their best work

4. I have someone I trust at work

4. I have someone I trust at work

I Want to Climb the Ladder / More Opportunity

I Want to Climb the Ladder / More Opportunity

1. A leader talks with me about my progress at least twice a year

2. My organization affords me the opportunity to advance

1. A leader talks with me about my progress at least twice a year

2. My organization affords me the opportunity to advance

Employee Engagementand

Organizational Performance

Employee Engagementand

Organizational Performance

Connecting the DotsConnecting the Dots

The Balanced ScorecardThe Balanced Scorecard

What is a Balanced Scorecard?What is a Balanced Scorecard?

The Balanced ScorecardThe Balanced ScorecardThe Balanced Scorecard

•• The balanced scorecard, as defined by The balanced scorecard, as defined by The Balanced Scorecard Institute, The Balanced Scorecard Institute, ““is a is a strategic planning and management strategic planning and management systemsystem……to align business activities to to align business activities to the vision and strategy of the the vision and strategy of the organizationorganization…”…”. .

The Balanced ScorecardThe Balanced ScorecardThe Balanced Scorecard

•• WikipediaWikipedia notes that this document notes that this document measures measures ““whether the smallerwhether the smaller--scale scale operational activities of a company are operational activities of a company are aligned with its largeraligned with its larger--scale objectives in scale objectives in terms of vision and strategy.terms of vision and strategy.”” This This enables the execution of the plan. This enables the execution of the plan. This is how the dots are connected!is how the dots are connected!

Employee Engagement Effect on the Balanced Scorecard

Employee Engagement Effect on the Balanced Scorecard

1. Quality

2. People & our Workplace

3. Discovery & innovation

4. Knowledge & Information

5. Financial Strength

1. Quality

2. People & our Workplace

3. Discovery & innovation

4. Knowledge & Information

5. Financial Strength

QualityQualityQuality

•• 1. Actively engaged: How would this 1. Actively engaged: How would this employee impact quality?employee impact quality?

•• 2. Passively engaged: How would this 2. Passively engaged: How would this employee impact quality?employee impact quality?

•• 3. Actively disengaged: How would this 3. Actively disengaged: How would this employee impact quality? employee impact quality?

People & WorkplacePeople & WorkplacePeople & Workplace

•• We will embody a learning culture, We will embody a learning culture, working to continually improve, resulting working to continually improve, resulting in by 2012 an engagement score of in by 2012 an engagement score of 4.75 from 4.5 out of 5 among its diverse 4.75 from 4.5 out of 5 among its diverse group of talented, patient and familygroup of talented, patient and family--centered, and engaged professionals. centered, and engaged professionals.

People & WorkplacePeople & WorkplacePeople & Workplace

•• 1. Actively engaged: How would this 1. Actively engaged: How would this employee impact People & Workplace?employee impact People & Workplace?

•• 2. Passively engaged: How would this 2. Passively engaged: How would this employee impact People & Workplace?employee impact People & Workplace?

•• 3. Actively disengaged: How would this 3. Actively disengaged: How would this employee impact People & Workplace? employee impact People & Workplace?

FinancialFinancial• Cardinal Health applied the Service Chain

Model

• Employee Satisfaction X Customer Satisfaction = Value Creation

• An 11 % increase in employee satisfaction caused a 70% increase in customer satisfaction which meant a 62% increase in earnings

Improvement StrategiesImprovement Strategies

Leaders Accountability for Employee Engagement

Leaders Accountability for Employee Engagement

What are the expectations of me as a leader?

What are the expectations of me as a leader?

Leaders Accountability for Employee Engagement

Leaders Accountability for Employee Engagement

1. Survey participation rate, voluntary (?) but you may be held accountable

2. Follow up on plans

3. Timeliness

4. Score improvement is cumulative

5.5. SMART goalsSMART goals

6.6. Others?Others?

Areas of StrengthAreas of Strength

Why develop a strategy for an area you are already strong in?

Why develop a strategy for an area you are already strong in?

StrengthStrengthStrength

•• 1. You do not want to lose ground in an 1. You do not want to lose ground in an area of strength by ignoring it.area of strength by ignoring it.

•• 2. Staff (and you) need positive 2. Staff (and you) need positive encouragement, this is a good way to encouragement, this is a good way to give it.give it.

•• 3. Don3. Don’’t settle, see if you can do better.t settle, see if you can do better.

Areas of WeaknessAreas of Weakness

Why develop a strategy for an area you already know you are weak in?

Why develop a strategy for an area you already know you are weak in?

WeaknessWeaknessWeakness

•• 1. Hopefully obvious.1. Hopefully obvious.•• 2. Continue to do the same thing 2. Continue to do the same thing

expecting a different outcome?expecting a different outcome?•• 3. Teamwork requires a plan to be 3. Teamwork requires a plan to be

executedexecuted•• 4. Institution is measuring and 4. Institution is measuring and

monitoring thismonitoring this

Institutional StrategyInstitutional Strategy

Why develop a strategy for an area where it might not have a visible impact on your department?

Why develop a strategy for an area where it might not have a visible impact on your department?

InstitutionalInstitutionalInstitutional

•• 1. Important to institutional overall1. Important to institutional overall•• 2. 2. ““Building blocksBuilding blocks”” of experience. The of experience. The

sum of many small experiences leaves sum of many small experiences leaves an impression.an impression.

•• 3. Teamwork 3. Teamwork

Examples of TacticsExamples of Tactics

– Equipment, Space– Equipment, Space– Salary Surveys– Salary Surveys– Daily Huddles– Daily Huddles

• Expectations– JD, Goals

• Expectations– JD, Goals

– Pass the hat – Pass the hat – Awards– Awards

• Recognition– Celebrate success

• Recognition– Celebrate success

Examples of TacticsExamples of Tactics

• Praise– Thank you emails

• Praise– Thank you emails

• Care about the person– Mother’s day– Valentines day

• Care about the person– Mother’s day– Valentines day

• Encourage development– Combined seminars– Individual attendance of conferences– Leadership retreats/skills building

• Encourage development– Combined seminars– Individual attendance of conferences– Leadership retreats/skills building

Examples of TacticsExamples of Tactics

• Hear them out– Suggestion boxes

• Hear them out– Suggestion boxes

whywhy• Always Connect the dots

–• Always Connect the dots

–

– CLOSE THE LOOP– CLOSE THE LOOP– Staff meetings– Staff meetings– Town hall meetings– Town hall meetings

Examples of TacticsExamples of Tactics

• Build Trust– Let them vent

• Build Trust– Let them vent

Let’s Make Some Action Plans!Let’s Make Some Action Plans!

1. I know what is expected of me

2. I have the materials/equip I need to do my work right

3. I have the opportunity to do what I do best

4. In the last seven days, I received recognition/praise

5. My supervisor seems to care about me as a person

6. Someone at work encourages my development

7. My opinion seems to count8. The mission of my

organization makes me feel that my job is important

9. My fellow employees are committed to do quality work

10. I have a best friend at work11. In the last six months

someone has talked to me about my progress

12. This last year, I had opportunities to learn and grow

Gallup 12 questions (paraphrased)

Gallup 12 questions (paraphrased)

ConclusionConclusion

SUMMATIONSUMMATION

1. Understanding what you get from a survey

2. Connecting the dots of employee engagement and organizational performance

3. Planning & implementation

1. Understanding what you get from a survey

2. Connecting the dots of employee engagement and organizational performance

3. Planning & implementation

RecapRecapRecap

•• What do you get from an employee What do you get from an employee engagement survey?engagement survey?

•• 1. Snapshot in time of level of 1. Snapshot in time of level of engagement of staff.engagement of staff.

•• 2. Measurements of different areas so 2. Measurements of different areas so you can determine where to work on you can determine where to work on improvement.improvement.

RecapRecapRecap

•• Connect the dots of employee Connect the dots of employee engagement and organizational engagement and organizational performance.performance.

•• 1. Quality1. Quality2. Recruitment & retention2. Recruitment & retention

•• 3. Financial3. Financial•• 4. Others4. Others

Recap:Planning & Implementation

Recap:Recap:Planning & ImplementationPlanning & Implementation

•• Action PlansAction Plans•• SMART (specific, measurable, SMART (specific, measurable,

achievable, relevant, time bound)achievable, relevant, time bound)•• Staff involvement (it does not all revolve Staff involvement (it does not all revolve

around you)around you)•• Just get started. Do not let perfection Just get started. Do not let perfection

get in the way of implementing the goodget in the way of implementing the good

CREDITSCREDITS

• The Gallup Organization• Emory Healthcare Human Resources• Emory Radiology Staff

• The Gallup Organization• Emory Healthcare Human Resources• Emory Radiology Staff