1. Creating a Culture of Engagement
10/31/2017
Creating a Culture of Engagement
Dianna Montgomery
Manager, Employee Engagement

2. Agenda Employee Engagement Engagement Matters Three types of employees
Feelings are facts
Measuring Engagement
Focus on retention
The Stay Interview
Succession Planning
Focus on Strengths
Team Building
Engagement Committee Ideas

3. Engagement Matters
Employee Engagement positively influences key business initiatives
Productivity
Quality
Profitability
Patient Experience
Retention
Safety
Engaged employees and teams
Have more energy
Have increased productivity
Positively affect on those around them
Gallup’s State of the American Workplace report, 2013

4. Three Types of Employees
Engaged
Loyal
Committed
Productive
Connected
Quality work
Not Engaged
May be productive
Disconnected and/or distracted
Absenteeism
Actively Disengaged
Physically present but psychologically absent
Negative outlook towards work
Shares negative outlook

5. The Three Types of Employees Worldwide
ENGAGED
NOT ENGAGED
ACTIVELY
DISENGAGED
13%
63%
24%
Gallup’s State of the Global Workplace report, 2013

6. Think about your best day at work.
How would you describe that day?
Table discussion (5 minutes) with person sitting next to you
Volunteer to share
What made it great for you?
How did you feel?
Reprinted or used with the permission of Gallup, Inc. Copyright © 2015 Gallup, Inc. All rights reserved.

7. Feelings Are Facts
Human behavior is driven by both rational and emotional factors.
Emotions are at play in every work environment every day:
Relationship between employee and manager
Relationships among employees
Employee feels valued and respected.
Employee feels his or her opinions count.
Reprinted or used with the permission of Gallup, Inc. Copyright © 2015 Gallup, Inc. All rights reserved.

8. Measuring Engagement Employee Engagement Survey
Administered annually by Gallup
15,000 employees and faculty
Up to 46 questions
Gallup Q12 questions and custom questions focused on patient experience, patient safety, accountability, leadership, spiritual well-being & respect
Measures level of engagement within each workgroup and for the overall organization
Links to key business metrics
Turnover/retention
Patient Experience
Safety
Absenteeism
LOA

9. The 12 Elements of Engagement
Q12. This last year, I have had opportunities at work to learn and grow. Q11. In the last six months, someone at work has talked to me about my progress. Q10. I have a best friend at work. Q09. My associates or fellow employees are committed to doing quality work. Q08. The mission or purpose of my company makes me feel my job is important. Q07. At work, my opinions seem to count. Q06. There is someone at work who encourages my development. Q05. My supervisor, or someone at work, seems to care about me as a person. Q04. In the last seven days, I have received recognition or praise for doing good work. Q03. At work, I have the opportunity to do what I do best every day. Q02. I have the materials and equipment I need to do my work right. Q01. I know what is expected of me at work.

10. Developing action items
Results are given to managers/leaders
Managers meet with their team
Review results
Discuss feedback and current state
Opportunities and strengths of team
Create action item(s)
Link to Q12 question
Assign responsibility for action items
Schedule date to follow-up on progress

11. Focus on Retention We asked employees…
“I plan to be working for Loma Linda University Health (LLUH) two years from now.”
Employees responded using a 5 point agreement scale:
5 = strongly agree
1 = strongly disagree

12. Focus on Retention Employees answering with a ‘5’ were asked,
What is it that makes you want to stay at Loma Linda University Health?
Answers focused on team, vision and culture
People/team
Mission/vision/values
Strong /supportive work environment
Love my job/great place to work
Patient care/connection to the patient
Manager/supervisor
Employees answering with a ‘1-4’ were asked,
What one change or improvement would make you more likely to stay at Loma Linda University Health?
Answers are more tactical
Better pay
Increased staffing
More communication/collaboration
Greater opportunities for growth/development
More consistent accountability

13. Stay Interview – New Employee
One-to-one conversations between manager and employee.
Purpose: Ensure successful start for new employee. Opportunity to gain feedback at 30, 60, and 90 day intervals.
30 day check –Questions regarding schedule, teamwork, materials/supplies, and training.
60 day check – Questions regarding communication, systems/service improvements, training, and voicing opinion.
90 day performance appraisal

14. Stay Interview – Ongoing
Opportunity to stay connected with employees.
One-to-one conversations
Sample questions
What are your career goals?
What makes a “great day” at work?
What forms of recognition do you prefer?
What things bring you satisfaction and ignite your passion for your job?
Why do you stay?
Why might you leave?

15. Succession Management
Focus on talent
Who is ready now?
Who is ready 18 months from now?
Who is ready 3-5 years from now?
Identify strengths
What rotational assignments and credential building experiences will they need to become well rounded and eligible for succession?  

16. Succession Management
Successful organizations must establish multi-year, multi-level internal pipelines of talent.
What gets measured, gets done—build it into a dashboard or other format.
Are there gaps in the pipeline?
What challenges are in the horizon?
Are our talent management efforts paying off?
Maintain clear documentation

17. Focus on Strengths Gallup StrengthsFinder Online assessment tool
34 themes
Identify, understand and maximize strengths
Top 5 strengths
Team contributions
Individual development
Succession planning
“People who use their strengths every day are
six times more likely to Be engaged in their work…”
Clifton StrengthsFinder, Gallup.com)

18. Top 34 Strengths Achiever Responsibility Self-Assurance Harmony
Context
Arranger
Restorative
Significance
Includer
Futuristic
Belief
Activator
Woo
Individualization
Ideation
Consistency
Command
Adaptability
Positivity
Input
Deliberative
Competition
Developer
Relator
Intellection
Discipline
Maximizer
Connectedness
Analytical
Learner
Focus
Empathy
Strategic

19. Team Building Identify the STRENGTHS of individuals
View the strengths of all members of the team
Recognize opportunities for team members to utilize the strengths of others
Discuss how gaps can be filled
ASK: What are our strengths as a team? What are our opportunities as a team?
Design team building activities based on their responses
Example: If trust is an opportunity, facilitate team building activity exercising the team’s use of trust.
FOLLOW-UP during the next team meeting to find out what has changed since the team building activity

20. Engagement Committee 30-35 front line employees
Represent various job types and functions from across the organization
Front-line staff
Clinical and non-clinical
Members recommended by department head and/or supervisor
Monthly one-hour meetings
Move to quarterly meetings once established
Purpose of committee
Work on initiatives and events that will promote employee engagement
Discuss and share feedback on topics including rewards, recognition, and employee appreciation events
Provide recommendations to Administration
Take information shared in committee back to department

21. Simple Actions Drive Engagement
Be respectful to employees
Acknowledge their presence
Recognize their efforts and accomplishments
Be visible
Let employees know what is happening
Be open and transparent in communications
Explain the “what” and “why”
Ask for their input and follow up
Promote accountability and fairness
Establish and maintain clear standards
Model the desired behaviors
Encourage collaboration

22. Organizations Need to:
Manage with a focus on employee engagement
Energize leadership and front-line staff by engaging them in being part of the solutions.
Focus on careful employee selection and developing a talent pipeline
Have strengths-based conversations
Encourage open, honest communication and sharing of ideas.
Find opportunities to recognize employees and show appreciation in formal and informal ways
Focus on retaining talent

23. Questions