2012 Employee Engagement Census Survey Results Print Work Unit Results Print Organization Results Communication Plan Links to tools and resources Employee Engagement Census Survey Results 2012 Review the information highlighted by the call out boxes like this. When you see this icon, click anywhere on the screen to move forward.

2012 Employee Engagement Survey Period Participation June 4 – June 18 Print Work Unit Results Print Organization Results Communication Plan 2012 Employee Engagement Survey Period Participation June 4 – June 18 Questions: 49 Attribute 4 Demographic 2 Open-ended This is a great response! Historical Response Rates 7006 Employees Invited* 5775 Employees Responded* * Excludes GME trainees

Positive Trend in 2012 Following 5 Years of Flat Scores Print Work Unit Results Print Organization Results Communication Plan Positive Trend in 2012 Following 5 Years of Flat Scores Congratulations to you! Congratulations to your team!

Census Engagement Index Print Work Unit Results Print Organization Results Communication Plan We exceeded our goal! Census Engagement Index These 7 survey items make up the Engagement index. Item # Engagement Index Questions 26 I am proud to tell people I work for UVA Medical Center 28 UVA Medical Center is a good place to work compared to other companies I know or have heard about 34 I would recommend UVA Medical Center to a friend or relative in need of healthcare services 35 UVA Medical Center delivers high quality care and service to our patients and families 36 Employees do a good job taking the initiative to help customers/clients/patients even when it is inconvenient 38 I would recommend a friend or relative to work at UVA Medical Center 43 UVA Medical Center's healthcare services are better than our competitors 2012 Census Engagement Index* 70.31 2012 Census Goal: 69.1 Meet Expectations 69.9 Exceed Expectations 2012 Pulse Engagement Index 73.47 2011 Census 68.27 Healthcare Benchmark 71.00 Weighting of Responses: Strongly Disagree Disagree Undecided Agree Strongly Agree 33 50 67 100 *Excludes GME trainees

Response Distribution by Engagement Index Item Print Work Unit Results Print Organization Results Communication Plan Response Distribution by Engagement Index Item Note the amount of improvement! 2012 Census Engagement Index* 2011 Census Engagement Index 70.31 (N=5,775) 68.27 (N=5,293) 4 engagement items decreased. 3 engagement items increased. Item # Engagement Index Questions Unfavorable Neutral Favorable N/A 2012 Census Mean 2011 Census Difference 26 I am proud to tell people I work for UVA Medical Center 5% 12% 82% 1% 74.62 76.97 -2.35 28 UVA Medical Center is a good place to work compared to other companies I know or have heard about 9% 19% 71% 67.67 58.05 9.62 34 I would recommend UVA Medical Center to a friend or relative in need of healthcare services 7% 80% 71.59 75.84 -4.25 35 UVA Medical Center delivers high quality care and service to our patients and families 11% 83% 72.54 80.49 -7.96 36 Employees do a good job taking the initiative to help customers/clients/patients even when it is inconvenient 85% 72.46 63.39 9.07 38 I would recommend a friend or relative to work at UVA Medical Center 8% 16% 75% 69.09 72.66 -3.57 43 UVA Medical Center's healthcare services are better than our competitors 29% 59% 2% 63.94 62.62 1.33 *Excludes GME trainees All differences are statistically significant

Greatest Changes Since 2011 Print Work Unit Results Print Organization Results Communication Plan Greatest Changes Since 2011 We still have some work to do. Our largest increases! Item # Questions 2012 Mean* 2011 Mean Difference 32 My pay is fair compared to other healthcare employers in this area 57.26 40.81 16.45 40 UVA Medical Center does a good job at attracting outstanding employees 60.38 47.85 12.53 28 UVA Medical Center is a good place to work compared to other companies I know or have heard about 67.67 58.05 9.62 36 Employees do a good job taking the initiative to help customers/clients/patients even when it is inconvenient 72.46 63.39 9.07 41 UVA Medical Center does a good job at retaining outstanding employees 52.13 4.28 23 I believe leadership will do something about the important issues identified by this survey 59.93 56.43 3.50 46 I deal with services/tasks in which I am confident 76.89 80.38 -3.49 38 I would recommend a friend or relative to work at UVA Medical Center 69.09 72.66 -3.57 13 My manager is a good communicator 67.07 70.83 -3.76 47 I feel like my work is meaningful 79.65 83.64 -3.98 34 I would recommend UVA Medical Center to a friend or relative in need of healthcare services 71.59 75.84 -4.25 42 UVA Medical Center makes it simple for customers/clients/patients to do business with us 58.79 65.07 -6.28 35 UVA Medical Center delivers high quality care and service to our patients and families 72.54 80.49 -7.96 *Excludes GME trainees All differences are statistically significant

Highest Percentage Favorable (Agree, Strongly Agree) Print Work Unit Results Print Organization Results Communication Plan Highest Percentage Favorable (Agree, Strongly Agree) Item # Questions 2012 Census* 2011 Census Difference 46 I deal with services/tasks in which I am confident 93% 87% 6% 47 I feel like my work is meaningful 92% 89% 3% 9 I know what is expected of me at work 91% New for 2012 36 Employees do a good job taking the initiative to help customers/clients/patients even when it is inconvenient 85% 58% 27% 1 I am a member of a team that works well together 82% 4 When I ask a co-worker for help I can rely on that person to complete the task 16 My manager encourages teamwork 83% 35 UVA Medical Center delivers high quality care and service to our patients and families -8% These items are the highest percentage of favorable responses. Most improved since 2011! *Excludes GME trainees

Highest Percentage Unfavorable (Disagree, Strongly Disagree) Print Work Unit Results Print Organization Results Communication Plan Highest Percentage Unfavorable (Disagree, Strongly Disagree) Item # Questions 2012 Census* 2011 Census Difference 41 UVA Medical Center does a good job at retaining outstanding employees 31% 37% -6% 7 In the last seven days, I have received recognition or praise for doing good work - 32 My pay is fair compared to other healthcare employers in this area 25% 23% 2% 39 UVA Medical Center regards employees as the most important resource in the organization 24% 32% 11 My manager deals effectively with poor performance 20% -3% 12 I am satisfied with the recognition I receive when I do a good job -5% 19 I have confidence in Senior Management's leadership 19% 21% -2% 5 There is a climate of trust within my work unit -4% These items are the highest percentage of unfavorable responses. Most of these went down… that’s a good thing! *Excludes GME trainees

Highest Percentage Neutral (Undecided) Print Work Unit Results Print Organization Results Communication Plan Highest Percentage Neutral (Undecided) Item # Questions 2012 Census* 2011 Census Difference 43 UVA Medical Center healthcare services are better than our competitors 29% 27% 2% 27 I am excited about the direction we are heading at UVA Medical Center 23% 4% 21 I can trust what this organization tells me 26% - 40 UVA Medical Center does a good job at attracting outstanding employees -1% 42 UVA Medical Center makes it simple for customers/clients/patients to do business with us 10% 16% 41 UVA Medical Center does a good job at retaining outstanding employees 20 I have noticed an improvement in the behavior and communication of UVA Medical Center's Senior Management team 25% 22% 3% These responses tell us where we can focus to move people to favorable responses. *Excludes GME trainees

Print Work Unit Results Print Organization Results Communication Plan Open Ended Comments “What actions have managers and senior leaders taken to demonstrate they are doing something with the results of past surveys?” More/Better communication (n=583) “I've noticed increased communication directly related to letting employees know that our leaders care.” “Increased communication through Uteam meetings, email announcements, and the LINK.” More Meetings (n=376) “Meetings with employees. The managers have a greater presence on the floors.” “Meeting with front line people and encouraging interdepartmental growth through participation in teams and meetings.” Better Pay/Raises (n=325) “Continued to invest in performance based salary increases. Improved benefits.” “Compensation redesign, additional PTO cash out, optional use of UVA health system with reduced co-pay.” Better Management-Employee Relations (n=274) “Our manager has clearly demonstrated her interest in responding to past feedback. She has an organized plan in place and responds well to constructive feedback. She is an advocate for her employees.” Your deliberate, hard work has been noticed!

Print Work Unit Results Print Organization Results Communication Plan Open Ended Comments “What can employees do to increase trust and improve the work environment?” Teamwork/Work Together (n=339) “Continue team work theme here at UVA and continue to seek employees who honestly believe in team work and promote an open sense of care for fellow employees (new and seasoned).” “Employees could start working more as a team instead of having the "that is YOUR patient this is MY patient" attitude. I think we all need to start taking the approach that "These are OUR patients and we work together to get them better.” Be Professional/Not Rude/No Gossip (n=304) “Not foster an atmosphere of blame and judgment. Management talks about employees behind their backs. I don't feel trusted even though I am extremely trustworthy.” “Lead by example. Ask others what you ask of yourself ...” Communication (n=287) “Listen to all employees and not take sides. Include all employees in important decisions affecting the overall operation of the department. Invite all employees to share lunch throughout the year.” “Maintain open lines of communication; properly set expectations and operate transparently.” Employees are recognizing their part in improving trust in the work environment.

Job Family Engagement Index* Print Work Unit Results Print Organization Results Communication Plan This is the engagement index for all job families compared to the organization engagement index. Job Family Engagement Index* 2012 Census Engagement Index1 70.31 *Engagement Index difference is statistically different from overall at p<.05 1Excludes GME trainees

Job Family Engagement Index vs. Organization Engagement Index Print Work Unit Results Print Organization Results Communication Plan Job Family Engagement Index vs. Organization Engagement Index 2012 Census Engagement Index1 70.31 This depicts the job families where the response shows a statistical difference. *   Engagement Index difference is statistically different from overall at p<.05 1Excludes GME trainees

Change in Engagement Index from 2011 Print Work Unit Results Print Organization Results Communication Plan Change in Engagement Index from 2011 2012 Census Engagement Index1 70.31 The engagement index mean changes from survey to survey. However, the engagement index improved for all job families! *Engagement Index difference is statistically different from overall at p<.05;

Most Impactful Drivers for 2013 Print Work Unit Results Print Organization Results Communication Plan Most Impactful Drivers for 2013 Focus on the following 3 survey items will have the greatest positive impact on our employee engagement results: UVA Medical Center treats employees with respect I am excited about the direction we are heading at UVA Medical Center Employees share a common bond with UVA Medical Center values and mission These items are the indicators for organizational pride. Pride is the most powerful indicator of engagement.

Impactful Driver: Feeling Respected Print Work Unit Results Print Organization Results Communication Plan Impactful Driver: Feeling Respected These are ideas to consider to improve respect in the workplace. Leaders Create a communication channel that empowers employees to discuss improvement ideas with leadership Handle disciplinary actions with discretion knowing that the close-knit work environment makes it easy for confidential information to spread In meetings and informal discussions, lead by example by talking positively about other employees, management and executive leadership Implement a variety of recognition programs where employees can nominate other employees who went ‘the extra mile’ to help them out Employees Implement a "thank you“ policy for employees to express appreciation to others who go above and beyond to help Encourage “positive” dialogue among employees Reinforce engaging in solution oriented conversations when responding to others who have differing opinions (How can we do that? vs. We can’t do that.)

Impactful Driver: Excited About Future Print Work Unit Results Print Organization Results Communication Plan Impactful Driver: Excited About Future These are ideas to consider to get employee excited about the future. Leaders Create cross-level work teams that engage employees in the decision-making processes for the Health System which improve patient care Promote the Health System’s future by showing the importance each employee’s role has in achieving it using multiple communication channels  Transform employees’ complaints into suggestions for change Continuously monitor and strive to improve the quality of teamwork - a top predictor of excitement about an organization’s future Employees Create committees that empower employees to be able to make real changes to the work environment in ways that improve the patient experience Have employees create development plans that tie their professional goals to the organization’s goals

Impactful Driver: Sharing Common Bond w/UVA Print Work Unit Results Print Organization Results Communication Plan Impactful Driver: Sharing Common Bond w/UVA These are ideas which may help people to feel a bond with UVAMC. Leaders Define UVA’s goals that are of a higher purpose and communicate how employees are apart of it Offer competitive benefit programs that will enable employees to feel accepted by UVA, not expendable Train and encourage seasoned employees to be mentors (mentoring programs can facilitate dynamic skill growth throughout UVA) Reduce stress at work to increase engagement Begin meetings with a review or discussion of our mission, vision and/or values Employees Create a challenging yet supportive work environment where employees feel accepted in order to forge a common bond of beliefs and purpose about UVA Encourage employees to express their passions about work with one another Create work teams that are focused on accomplishing goals that are connected to one of UVA’s higher purpose goals and values

Key Talking Points We exceeded our Employee Engagement goal Print Work Unit Results Print Organization Results Communication Plan Key Talking Points Recap We exceeded our Employee Engagement goal We increased participation rate Our employees feel they are in a better place from a year ago: +16.45 - Being paid fairly compared to others +12.53 - Attracting outstanding employees +9.62 - Feeling this is a good place to work compared to others +9.07 - Taking the initiative to help our customers +4.28 - Retaining outstanding employees +3.50 - Believing leadership will act on issues identified All differences are statistically significant

Key Talking Points Our employees feel they are more highly regarded Print Work Unit Results Print Organization Results Communication Plan Key Talking Points Recap Our employees feel they are more highly regarded + 12.53 - We feel UVAMC does a good job at attracting outstanding employees +4.28 - We feel UVAMC does a good job at retaining outstanding employees +2.13 - We feel we are treated with respect +2.07 We feel we are regarded as the most important resource Our employees’ job satisfaction has decreased -3.98 - We feel like our work is meaningful -3.49 - We deal with services in which we are confident -1.67 - Overall, we don’t feel satisfied with our jobs Our employees don’t feel as connected with the organization -2.35 - We don’t feel proud to tell people we work at UVAMC -1.99 - We don’t feel excited about the direction we are heading -.72 - We don’t share a common bond with our values and mission

Interpreting Your Work Unit Results Print Results Worksheet Leadership Improvement Ideas Action Plan Template More tools and resources Interpreting Your Work Unit Results Use the Interpreting Work Unit Results Worksheet to help you share results with your team: Highest percentage favorable Highest percentage unfavorable Highest percentage neutral High percentage of N/A Summarize Use the Results Worksheet to methodically review work unit results before you present them to your team.

Interpreting Your Leadership Effectiveness Print Results Worksheet Leadership Improvement Ideas Action Plan Template Interpreting Your Leadership Effectiveness Use the Leadership Effectiveness Worksheet to determine what strengths you can leverage to address lower performing areas: Compare UVAMC score to work unit score nine items listed on worksheet Identify your strengths Determine which areas require attention Review applicable tips sheet for each item Formulate ideas in space provided on worksheet Discuss your findings with your leader Use this worksheet to determine what areas you influence and discuss the recourses with your leader.

Action Planning Use the action plan template to: Print Results Worksheet Leadership Improvement Ideas Action Plan Template Action Planning Use the action plan template to: Document targeted items Discuss with your leader Post in a common area Provide quarterly updates This tool is used to capture your action planning efforts.

Role of AVPs, Chiefs, Associate Chiefs & Administrators Print Results Worksheet Leadership Improvement Ideas Action Plan Template Role of AVPs, Chiefs, Associate Chiefs & Administrators Understand organization and division results Talk to your managers; ensure they understand the results Represent the Medical Center with respect, integrity, stewardship and excellence Support your managers as they schedule and conduct Action Planning Meetings Review outcomes of these meetings and give input to Action Plans Hold managers accountable for putting actions into place Review this to better understand the role of Senior Leadership

Role of Front Line Leaders Print Results Worksheet Leadership Improvement Ideas Action Plan Template Role of Front Line Leaders Understand organization and work unit results Be comfortable with the information Share and discuss results at meetings Involve as many members as possible Collaborate with the area when developing action plan initiatives (work unit and self) Develop Leadership Effectiveness action plan Share action plans with staff on a continuous basis Be ambassadors of change This is what is expected of you.

Role of Human Resources Print Results Worksheet Leadership Improvement Ideas Action Plan Template Role of Human Resources Understand organization and work unit results Collaborate with leadership by providing answers to questions and assisting in the interpretation of results Support leadership as they schedule and conduct Action Planning Meetings Human Resources is here to support you.

2013 Engagement Index Thresholds Print Results Worksheet Leadership Improvement Ideas Action Plan Template 2013 Engagement Index Thresholds Below Expectations Fully Meets Expectations Exceeds Expectations 74.00 75.00 76.00 These are our goals for 2013.

Next Steps Share Results Formulate Work Unit Action Plan Print Results Worksheet Leadership Improvement Ideas Action Plan Template Next Steps Share Results 5 Easy Steps Formulate Work Unit Action Plan Involve your staff “What did you mean when you answered ______” Involve your leader Just Pick 2! Use the tool to document, post in common area Develop Leadership Effectiveness Action Plan In Summary: Share results with your team. Develop an action plan. Discuss your leadership effectiveness worksheet with your leader.