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Transforming the Employee Engagement Survey
Dallis Howard-Crow – Chief Human Resources Officer Matthew Gosney, Ed.D. - VP Organizational Development UCHealth
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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
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Our Footprint and Reach Extends Throughout the Region
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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.
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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
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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
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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
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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.
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What We Did: Process Recap
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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
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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?
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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
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Tools & Resources Real-time Leader results Topic-specific toolkits
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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)
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Soft Launch Results: Trend Across Time
Increasing trend across all areas Enthusiasm ▲4% Mission▲4% Positive Impact▲2% Vision▲4% Leaders & Managers▲4%
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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.
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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
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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%
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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.
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Where We Are Today 2018 2017 Create Plan & Communicate
Q4 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
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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
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Q & A
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