1. 2014 Employee Engagement Survey Results ILI 33 – Sept 11 & 12, 2014

2. Segmenting Survey Questions Engagement Index versus Engagement Drivers Source: Survey Solutions Employee Engagement database, 2014 Engagement Index 4 questions Measures attributes of an engaged colleague Serves as dependent variable Engagement Drivers 42 questions Measures colleague perceptions of items that impact engagement Serves as independent variable

3. Defining the “Engagement” Construct The Initiative’s Engagement Index Source: Survey Solutions Employee Engagement database, 2014 Setting a High Bar To be considered "engaged" respondents must answer "Strongly Agree" to at least two of the four items listed above, and no less than "Agree" to any item.

4. How Engaged Are We… …and what can we do to improve? Source: Survey Solutions Employee Engagement database, 2014 Engagement Profile By Engagement Category, National Survey Solutions Database Category Benchmark Mean Range Definition Engaged5.5 - 6 Go above and beyond to see the organization succeed, tying personal success directly to that of organization Highly loyal and emotionally committed to the organization Content4.5 - 5.5 Solid contributors, satisfied with their jobs and the organization Lacking emotional commitment to organization Ambivalent3.5 - 4.5 Would leave if presented with a better offer See job as paycheck more than anything else Disengaged< 3.5 Least satisfied with their job and organization Tend to be most vocal, actively detracting from quality of workplace for peers

5. Source: Survey Solutions Employee Engagement database, 2014 Dramatic Improvement Since Pulse Employees Responding to Renewed Engagement Focus Inova Health System Engagement Relative to Survey Solutions Benchmark Engagement Mean 4.98 38 th Percentile Median % engaged

6. Facility Breakdown Similar to Pulse Source: Survey Solutions Employee Engagement database, 2014 Largest Entities Showing Greatest Opportunity N 1,229 860 694 256 2,126 1,043 1,470 159 4,376

7. RN Engagement Showing Similar Trend to System Source: Survey Solutions Employee Engagement database, 2014 Inova Health System RNs RN Engagement Relative to Survey Solutions Nursing Benchmark

8. Significant Improvement in Early Tenure Groups Biggest Challenges are Most Tenured Groups Source: Survey Solutions Employee Engagement database, 2014 Tenure Engagement Trend Comparison % Engaged, 2013 Pulse-2014 Full Survey 3.3%-2.1%-2.8%-3.3%-9.4% 8383,6491,8683,8112,046 Gap to Median N

9. Segmenting Survey Questions Engagement Index versus Engagement Drivers Source: Survey Solutions Employee Engagement database, 2014 Engagement Index 4 questions Measures attributes of an engaged colleague Serves as dependent variable Engagement Drivers 42 questions Measures colleague perceptions of items that impact engagement Serves as independent variable

10. Starting with 42 Engagement Drivers C OMMUNICATION AND I NPUT I am kept informed of the organization's future plans and direction My ideas and suggestions are valued by my organization My manager communicates messages that my coworkers need to hear, even when the information is unpleasant My manager is open and responsive to staff input My manager stands up for the interests of my unit/department E MPLOYEE S UPPORT I have a manageable workload My manager helps me balance my job and personal life My organization does a good job of selecting and implementing new technologies to support my work My organization helps me deal with stress and burnout My organization supplies me with the equipment I need My unit/department has enough staff F EEDBACK AND R ECOGNITION Executives at my organization respect the contributions of my unit/department I have helpful discussion with my manager about my career I know what is required to perform well in my job I receive regular feedback from my manager on my performance My organization recognized employees for excellent work M ANAGER E FFECTIVENESS I have helpful discussions with my manager about my career I receive regular feedback from my manager on my performance My manager communicates messages that my coworkers need to hear, even when the information is unpleasant My manager helps me balance my job and personal life My manager helps me learn new skills My manager is open and responsive to staff input My manager stands up for the interests of my unit/department I believe in my organization’s mission I understand how my daily work contributes to the organization’s mission My organization gives back to the community My organization provides excellent care to patients My organization provides excellent customer service to patients Over the past year I have never been asked to do something that compromises my values The actions of executives in my organization reflect our mission and values P ROFESSIONAL G ROWTH I have job security My organization pays me fairly for my job My organization supports employee safety My organization understands and respects differences among employees The benefits provided by my organization meet my needs Abusive behavior is not tolerated at my organization Conflicts are resolved fairly in my unit/department I have good personal relationships with coworkers in my unit/department I receive the necessary support from employees in my unit/department to help me succeed in my work I receive the necessary support from employees in other units/departments to help me succeed in my work My coworkers do a good job M ISSION AND V ALUES I a m interested in promotion opportunities in my unit/department I have the right amount of independence in my work I receive effective on the job training My current job is a good match for my skills My manager helps me explore other jobs within my organization My manager helps me learn new skills My most recent performance review helped me to improve Training and development opportunities within my organization have helped me to improve B ASELINE S ATISFIERS T EAMWORK

11. What is Inova Doing Well? Source: Survey Solutions Employee Engagement database, 2014 Manager Effectiveness and Support a Consistent Strength Top StrengthsCategory%A/SA Gap to BM Stat Sig Top Impact Conflicts are resolved fairly in my unit/department Teamwork 65.8%7.8% My manager communicates messages that my coworkers need to hear, even when the information is unpleasant Communication and Input, Manager Effectiveness 74.6%7.9% My manager is open and responsive to staff input Communication and Input, Manager Effectiveness 73.5%6.4% I have helpful discussions with my manager about my career Feedback and Recognition, Manager Effectiveness 60.4%6.7% My manager stands up for the interests of my unit/department Communication and Input, Manager Effectiveness 72.6%5.7%

12. Strong Perception of Manager Effectiveness Source: Survey Solutions Employee Engagement database, 2014 Manager Effectiveness Analysis Performance Relative to Survey Solutions Benchmark Employees Trust in Their Direct Manager

13. Strong Performance on Many Engagement Drivers Source: Survey Solutions Employee Engagement database, 2014 Driver Category Performance % Agree/Strongly Agree Relative to Survey Solutions Benchmark Top Opportunities Baseline Satisfiers, Employee Support, and Mission

14. What Could Inova be Doing Better? Source: Survey Solutions Employee Engagement database, 2014 Driver Opportunities Aligning with Comments from Pulse Top Improvement Opportunities Category%A/SA Gap to BM Stat Sig Top Impact My organization pays me fairly for my job Baseline Satisfiers 42.1%-8.2% My unit/department has enough staff Employee Support 40.1%-1.5% The actions of executives in my organization reflect our mission and values Mission and Values 62.3%-1.4% I believe in my organization's mission Mission and Values 83.3%-2.1% In addition to these drivers, RNs and Patient Care Support roles seeing interest in promotion, manageable workload and managing stress as top opportunities In addition to these drivers, managers and directors showing performance reviews and stress and burnout as a consistent opportunity

15. Recommended Follow-Through Areas Source: ABSS Analysis. 1 2 3 Conduct focus group with trusted managers/directors to understand root cause of lower engagement Continue RN efforts around staffing, focusing in particular on Fairfax and Alexandria 4 5 Supplement system-wide plan with localized efforts to address wide variation among entity-level opportunities Leaders share department level results and conduct action planning meeting. Action plans developed and stored on the Advisory Board’s reporting site by September 29, 2014.