Using Employee Voice to Transform Leader Engagement and Drive Leader Action Matthew W. Gosney, Ed.D. Vice-President, Organizational Development & Learning Services UCHealth

Who We Are $3.5 billion in revenue 10 hospitals (2 new sites under construction) 1,770 inpatient hospital beds Over 3,500 affiliated or employed providers ~22,000 employees 104,000 admissions and OBS visits 11,500 babies delivered 61,000 surgeries 349,000 emergency room visits 2,300,000 clinic visits

Yampa Valley Medical Center Poudre Valley Hospital Steamboat Springs Poudre Valley Hospital Fort Collins Medical Center of the Rockies Loveland Longs Peak Hospital Longmont Broomfield Hospital Metro Denver University of Colorado Hospital Metro Denver Pikes Peak Regional Hospital Woodland Park Memorial Hospital North Colorado Springs Memorial Hospital Central Colorado Springs Grandview Hospital Colorado Springs Greeley Hospital Greeley (March 2019) Highlands Ranch Hospital Metro Denver (March 2019)

Why Change? Your patients’ experiences will rarely exceed that of your employees. “Employee engagement is what the business wants. Happiness is what the employees want. If they each look out for the other’s interest, the bargain works exceptionally well.”

Employee Voice Objectives What we Wanted Accessible, easy-to-interpret results Real-time results available at the leader level Experienced vendor that can manage our scope and complexity, act as partner Ability to create UCHealth specific questions Quick & easy access for staff (mobile enabled) Ability to compare like units Ability to ask and interpret open-ended questions Flexibility in delivery, question-set, audience What wasn’t Working Long question set Had to be completed at the desktop Reports were generated by the vendor, without real-time leader access to results Delay before results are available Un-actionable questions Annual administration Complex, administratively burdensome action planning No formal accountability process

Identified a Technology Partner Technology vs Engagement Company Met our required criteria The Waggl Process: Participants respond to metric or open-ended questions via computer or mobile device Participants rank and prioritize answers via a transparent pair-wise voting process Participants and leaders can view and download a real-time report of pulse results at any time

The Employee Voice Model Summit Leader-led, models front-line conversation, identify common issues, share best practices and tools Employee Voice Short, actionable, immediate results widely shared Summit Check-in c y I m n m e e d a r i p a Outcomes s c y The Employee Voice Model n a r Engagement Consistency Trust Employee Voice T Employee Voice A t c n c e o m u n t g n a l i b i A l i t y Check-in Short, verifies cascade of communication, identifies perception or execution gaps Check-in Summit

What We Got: Percentage of Positive Responses +4% in Positive responses This increase is due to decreases in both Neutral and Negative ratings. April N = 1649 May N = 1323 (check-in) June N = 1194 July N = 989 (check-in) Note: Soft Launch participants were drawn from a representative sample of 3000 employees. Metro Denver Scores: April 20% Neutral, 63% Positive, 17% Negative; June 17% Neutral, 68% Positive, 16% Negative Northern CO Scores: April 18% Neutral, 68% Positive, 14% Negative; June 19% Neutral, 69% Positive, 12% Negative

Trends over Time: Main Survey 90% 85% Enthusiasm ▲6% 80% Mission ▲12% 75% Positive Impact▲3% 70% Vision▲15% 65% Leaders & Managers ▲10% 60% 55% 50% Apr-17 Jun-17 Oct-17 Jan-1 Apr-18

Accountability: Results Comparison 70% 68% 66% 64% 62% 60% 58% 56% 54% 52% 50% -1% in Overall Positive Responses Managers who did not attend either Summit (N=10) saw an overall decrease in positive responses, versus an organizational increase of 4% Apr-17 Jun-17 No Summit 63% 62% All Managers 65% 69%

What We Heard from Leaders in the Process Anecdotes from leaders from focus groups and from Results Summits Mixing leaders at the Summit was great. Sharing themes with peers is more meaningful than hearing it from an executive. We need to share positive outcomes of the survey, highlighting departments that made a change. Having an executive model how to have a conversation with my staff was essential. This survey doesn’t need to be a big deal. It’s just something we now do as leaders. Just enough communication. The tool was very easy to navigate. I didn’t use the toolkits, but I got what I needed from the Summit. There’s a concern that crowd-sourcing plants ideas in staff’s minds.

Other ways UCHealth is applying Employee Voice: CNO/CNE Search Correlation with manager recognition and departmental HCAHPs scores Physician engagement New facility on-boarding New employee onboarding Survey of nursing staff to support update of Professional Practice Model (Magnet re-designation)

Thank You Matthew W. Gosney, Ed.D. Matthew.Gosney@uchealth.org www.linkedin.com/in/matthewgosney