1. Transforming the Employee Engagement Survey
Dallis Howard-Crow – Chief Human Resources Officer
Matthew Gosney, Ed.D. - VP Organizational Development
UCHealth

2. Who We Are $3.5 billion in revenue
Yampa Valley Medical Center
Steamboat Springs
$3.5 billion in revenue
9 hospitals (2 new sites under construction)
1,770 inpatient hospital beds
Over 3,500 affiliated or employed providers
~20,000 employees
104,000 admissions and OBS visits
11,500 babies delivered
61,000 surgeries
349,000 emergency room visits
2,300,000 clinic visits
Poudre Valley Hospital
Fort Collins
Medical Center of the Rockies
Loveland
Longs Peak Hospital
Longmont
Broomfield Hospital
Metro Denver
Greeley Hospital
Greeley (March 2019)
University of Colorado Hospital
Metro Denver
Providers – faculty, 700+ employed
Highlands Ranch Hospital
Metro Denver (March 2019)
Memorial Hospital North
Colorado Springs
Memorial Hospital Central
Colorado Springs
Grandview Hospital
Colorado Springs

3. Our Footprint and Reach Extends Throughout the Region

4. Our system has been recognized as a leader in quality both locally and nationally
#1 University of Colorado Hospital
(Also ranked #15 best hospital in nation)
#5 Medical Center of the Rockies
#8 Poudre Valley Hospital
Only organization to ever achieve back-to-back #1 overall quality ranking from the University Health System Consortium
2008 Baldridge National Quality Award, the nation’s highest honor for innovation and performance excellence
Magnet Designation American Nurses Credentialing Center
Medical Center of the Rockies, Poudre Valley Hospital and University of Colorado Hospital have all been awarded multiple Magnet designations for nursing excellence.

5. 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.”
Source: WorkHappier: Employee Motivation in the United States. BI Worldwide

6. Employee Voice Objectives
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

7. Employee Voice Timeline
Form multi-disciplinary team
Conduct research, identify must-haves, stakeholders
Look for tool to deliver on must-haves
Identify potential vendor partners
Conduct pilot of top two vendors, evaluate against must-haves
Recommend vendor choice
Fall 2016
Conduct soft launch of Employee Voice Process
Evaluate process, vendor
Recommend launch cadence for the organization
Spring 2017

8. Waggl: Our Vendor 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.

10. What We Did: Process Recap

11. Communications Timeline
All communications were in standalone format due to tailored audience groups.
Pre-Launch: Education
Leader Meetings
System Education Webex
HRBP training
HRBP Check-In
Follow-up on leader meetings
Identified Summit Participants

12. Questions asked in Soft launch
Benchmarked Engagement Questions:
Our vision creates excitement and motivation for our employees. (Mission: Vision)
There is a clear mission that gives meaning and direction to our work. (Mission: Strategic Direction & Intent)
Everyone believes that he or she can have a positive impact. (Involvement: Empowerment)
The leaders and managers ‘practice what they preach. (Consistency: Core Values)
I am enthusiastic about working for UCHealth. (Engagement)
Open-Ended “Crowdsourcing” Questions:
What is one thing that would make you more enthusiastic about working for UCHealth?
New: Think about your team, what is one change within your team’s control that would make you more enthusiastic about working for UCHealth?
What is the most important thing your manager does to support you?
Action Check-in Questions:
Think about the last 3 weeks. Were you made aware of your team’s Employee Voice results? (Y/N)
What actions did your team identify for improving Employee Voice results?
Impact Check-in Questions:
Think about the last 3 weeks. Were actions taken to improve your team’s Employee Voice results? (Y/N)
What impact did those actions have on the team?

13. Summit Details CEO Review of results CEO Action Items
Strengths
Opportunities
Start, Stop, Do More
CEO Action Items
Impact?
What will success look like?
Our roles?
Accountability?
Communicate progress?
CEO
CEO Modeling Discussion
Started with Strengths
Discussed Opportunities
Let the group determine start, stop, more & plan
Talked about impact, accountabilities, role, and communication
Began communication immediately
Introduced toolkits
Break-out session
Review results
Identify strengths and opportunities
Identify best-practices among peers

14. Tools & Resources
Real-time Leader results
Topic-specific toolkits

15. What We Got: Percentage of Positive Responses
+4% in Positive responses
This increase is due to decreases in both Neutral and Negative ratings.
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
April N = 1649
May N = 1323 (check-in)
June N = 1194
July N = 989 (check-in)

16. Soft Launch Results: Trend Across Time
Increasing trend across all areas
Enthusiasm ▲4%
Mission▲4%
Positive Impact▲2%
Vision▲4%
Leaders & Managers▲4%

17. Soft Launch Results: Comparison to Benchmarks
Benchmarked Data
UCHealth
Global*
Healthcare#
April 2017
June 2017
1 Our vision creates excitement and motivation for our employees.
42%
Positive
43%
57%
61%
2 There is a clear mission that gives meaning and direction to our work.
63%
73%
68%
72%
3 Everyone believes that he or she can have a positive impact.
58%
60%
69%
71%
4 Leaders and managers "practice what they preach."
50%
51%
56%
5 I am enthusiastic about working for UCHealth.
80%
83%
77%
81%
* Items 1-4 benchmarked against 1,060 organizations from Denison's Global Culture Normative Database (All industries). Benchmark represents 476,962 individual respondents Item 5 benchmarked against 245 organizations from Denison's Global Engagement Database (All industries). Benchmark represents 109,301 individual respondents.
# Items 1-4 benchmarked against 59 Healthcare and Social Assistance organizations from Denison's Healthcare Culture Normative Database (based on NAICS). Benchmark represents 11,536 individual respondents. Item 5 benchmarked against 23 Healthcare and Social Assistance organizations from Denison's Healthcare Engagement Database (based on NAICS). Benchmark represents 3,917 individual respondents.

18. What We Got: Participation
Benchmark Vote Ratio: 7:1 [Votes:Answer]
As voting is optional, the vote count is a great measure of engagement.
Higher than usual voting activity indicates high level of engagement across all surveys/check-ins
Employee Voice
(Apr 2017)
Participation Rate:
54%
Votes Ratio:
17:1
Action Check-in
(May 2017)
42%
11:1
(Jun 2017)
36%
10:1
Impact Check-in
(Jul 2017)
28%
N/A
Waggl pilot:
Overall: 591 invited, 462 people participated (78% overall)
Sept: 32%, 16:1
Oct: 48%, 11:1
Nov: 29%, 9:1
Dec: 17%, 7:1

19. Accountability: Results Comparison
-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%

20. 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.
Having an executive model how to have a conversation with my staff was essential.
The tool was very easy to navigate.
Just enough communication.
I didn’t use the toolkits, but I got what I needed from the Summit.
We need to share positive outcomes of the survey, highlighting departments that made a change.
This survey doesn’t need to be a big deal. It’s just something we now do as leaders.
We need to let employees know: “If you take this five minute survey, change happens.”
There’s a concern that crowd-sourcing plants ideas in staff’s minds.

21. Where We Are Today 2018 2017 Create Plan & CommunicateQ4 Q1
Survey
Check-In
Create Plan & Communicate
Survey
Check-In
Create Plan & Communicate
Survey
Check-In
Create Plan & Communicate
North CO and CO Springs Launch
Denver, Company 50 & Medical Group Launch
All UCHealth Facilities Sync

22. Other Waggl Uses CNO/CNE Search c.diff Best Practice identification
Correlation with manager recognition and departmental HCAHPs scores
Physician engagement
New facility on-boarding

23. Q & A