1. 1 Candace J. Chitty RN, MBA, CPHQ, PCMH-CCE

2. At the end of this webinar participants will be able to: 1. Understand the relationship between employee satisfaction and the patient experience; 2. Optimize employee satisfaction and patient experience data into meaningful and actionable information to improve patient-centered care and quality of services; 3. Assess the level of employee engagement and empowerment; 4. Identify strategies for enhancing the organizations relationship management. 2

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4. Internal (Health care employees)  Communication is often lacking (two-way)  Work is viewed as a means to an end  Commitment to team objectives is often lacking  Expectations are not clear  Training and development opportunities are limited  Not empowered –views and ideas not fostered/limited decision-making External (Consumers of health care)  The health care system underperforms  Customer service is often lacking  Costs of care continue to rise  Access and availability is limited  Generational change is coming  Price + quality = value 4

5.  Cost of care  Customer Service  Access/Availability  Coordination/Follow-Up  Treatment Process  Style/Manner  Skills  Infrastructure Source: Deloitte – LLP The Quest for Value in Healthcare. A Place for Consumers. 2013 5

6.  University of Wisconsin/Northwestern University (2009)  Gallup (2012)  Deloitte- LLP (2013)  The Advisory Board (2013)  Cornerstone (2014) Most research and study has been focused around employee satisfaction and impacts on quality and cost in acute care settings however; correlations may be made. Acute and ambulatory health care satisfaction surveys comparable in question domains (CAHPS, HCAHPS, Press- Ganey, CAHPS-CG, MWCN) 6

7.  100% of Human Resource professionals agree that increasing employee satisfaction to increase consumer satisfaction is a top priority (ASHHRA-2013)  High employee satisfaction scores (strongly agree) for questions related to “At work I have the opportunity to do what I do best everyday” resulted in: 44% more likely to earn high consumer satisfaction scores 50% more likely to have low employee turnover 38% more likely to be productive. 7

8.  Employee satisfaction appears to have a strong relationship with the quality of care delivered and related costs.  Organizations with high satisfaction scores tend to have the following in common: accessible leadership, frequent communication, and employees are empowered to satisfy patients.  Primary factor in satisfaction and loyalty is the employee/manager relationship.  The degree of employee engagement is relational to overall organization performance and consumer satisfaction. 8

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11.  Employee engagement is the emotional commitment employees have to the company and its goals.  Engagement drivers Right employees in the right job Exceptional leadership Organizational systems and strategies 11

12. 12 Source: Advisory Board Survey Solutions’ Employee Engagement National Database, 2013

13. Key Drivers: People and Relationships 13

14. The degree of employee engagement is relational to overall organization performance and consumer satisfaction. Employee Engagement is a metric which measures an employee’s commitment to the organization. Employee engagement should focus on strategic initiatives that retain employees and improve the culture of the organization. 14

15. 49% of survey respondents said employees were either “somewhat engaged” or “not very engaged”. 25% said they were not measuring engagement at all. Engaged Employees  SAY  STAY  STRIVE Disengaged Employees  SPINNING  SETTLING  SPLITTING Source: Cornerstone: The State of Engagement in Healthcare Today (2013) 15

16. Opportunity: Assess Level of Employee Engagement 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right? 3. At, work do I have the opportunity to do what I do best every day? 4. In the last seven days, have I received recognition or praise for doing good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development? 7. At work does my opinion count? 8. Does the mission/purpose of my health center make me feel my job is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a friend at work? 11. In the last six months, has someone at work talked to me about my progress? 12. In the last year, have I had opportunities to work to learn and grow? Source: Gallup Q12 16

17. Opportunity: Assess Level of Executive Leaders and Managers  How are leaders “showing up”?  How visible are senior leaders to employees?  Are leaders tuning into the WIIFM station? (Connect to Why)  Are leaders creating a corporate culture of engagement?  Are leaders taking a multi-cultural view?  Are leaders recognizing and awarding employees?  Are managers helping employees sort through tasks and priorities?  Are leaders and managers proactively talking to employees? 17

18. Opportunity: Strategically View Employee Engagement 18

19. The literature cites the following factors as affecting employee engagement strategies:  Other issues take priority (28%)  Frequent change in supervisors (25%)  Communication issues (19%)  Financial constraints (14%)  Employees seen as a means to an end (13%) Source: Cornerstone: The Challenging State of Employee Engagement in Healthcare Today-Strategies to Improve It (2013) 19

20. Opportunity: Increase Employee Empowerment The good news is there are things you can do to help empower your workers and help them reach their potential. "People want a stake in the game. They want to be part of something successful and to be part of the driving force. It is important to provide employees goals, but especially critical to ask them how they think they can help. When employees feel their opinion matters they are more engaged and want to work harder 20

21. Opportunity: Link Engagement and Empowerment Strategies to Performance Well-established connection between employee engagement and nine performance outcomes:  Customer ratings  Profitability  Productivity  Turnover (for high-turnover and low-turnover organizations)  Employee safety incidents  Shrinkage (theft)  Absenteeism  Patient safety incidents  Quality (defects) Source: Gallup: 2012 Q12 Meta-Analysis: The Relationship Between Engagement at Work and Organizational Outcomes 21

22. Opportunity: Integrate with QI Process  Tie together employee satisfaction and patient satisfaction survey results for ease in identifying trends and/or correlations  Periodic assessment of employee engagement  Tie engagement initiatives to the quality process  Measure what matters  Increase data transparency  Emphasize accountability to goals  Empower staff in sharing ideas and views by participation in the QI committees, teams, etc.  Consider a change in analysis foci of employee complaints, consumer complaints, and incidents to levels of employee engagement 22

23. Opportunity: Invest in consumer satisfaction.  Improve employee engagement.  Offer a better consumer experience – Use a consumer based approach. Do not leave the consumer out of the equation.  Offer more choice.  Offer smarter personalized technologies (consumer engagement strategies)  Offer greater transparency.  Offer tools that assist in finding services and improving messaging.  Offer websites to allow to search for quality information. 23

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