1. 2012 Employee Engagement Census Survey Results Print Work Unit Results
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Employee Engagement Census Survey Results
2012
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2. 2012 Employee Engagement Survey Period Participation June 4 – June 18
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2012 Employee Engagement Survey Period
Participation June 4 – June 18
Questions:
49 Attribute
4 Demographic
2 Open-ended
This is a great response!
Historical Response Rates
7006
Employees
Invited*
5775
Employees
Responded*
* Excludes GME trainees

3. Positive Trend in 2012 Following 5 Years of Flat Scores
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Positive Trend in Following 5 Years of Flat Scores
Congratulations to you! Congratulations to your team!

4. Census Engagement Index
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We exceeded our goal!
Census Engagement Index
These 7 survey items make up the Engagement index.
Item #
Engagement Index Questions 26
I am proud to tell people I work for UVA Medical Center 28
UVA Medical Center is a good place to work compared to other companies I know or have heard about 34
I would recommend UVA Medical Center to a friend or relative in need of healthcare services 35
UVA Medical Center delivers high quality care and service to our patients and families 36
Employees do a good job taking the initiative to help customers/clients/patients even when it is inconvenient 38
I would recommend a friend or relative to work at UVA Medical Center 43
UVA Medical Center's healthcare services are better than our competitors
2012 Census Engagement Index*
70.31
2012 Census Goal:
69.1 Meet Expectations
69.9 Exceed Expectations
2012 Pulse
Engagement Index
73.47
2011 Census
68.27
Healthcare Benchmark
71.00
Weighting of Responses:
Strongly Disagree
Disagree
Undecided
Agree
Strongly Agree 33 50 67
100
*Excludes GME trainees

5. Response Distribution by Engagement Index Item
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Response Distribution by Engagement Index Item
Note the amount of improvement!
2012 Census Engagement Index*
2011 Census Engagement Index
70.31 (N=5,775)
68.27 (N=5,293)
4 engagement items decreased.
3 engagement items increased.
Item #
Engagement Index Questions
Unfavorable
Neutral
Favorable
N/A
2012 Census
Mean
2011 Census
Difference 26
I am proud to tell people I work for UVA Medical Center 5%
12%
82% 1%
74.62
76.97
-2.35 28
UVA Medical Center is a good place to work compared to other companies I know or have heard about 9%
19%
71%
67.67
58.05
9.62 34
I would recommend UVA Medical Center to a friend or relative in need of healthcare services 7%
80%
71.59
75.84
-4.25 35
UVA Medical Center delivers high quality care and service to our patients and families
11%
83%
72.54
80.49
-7.96 36
Employees do a good job taking the initiative to help customers/clients/patients even when it is inconvenient
85%
72.46
63.39
9.07 38
I would recommend a friend or relative to work at UVA Medical Center 8%
16%
75%
69.09
72.66
-3.57 43
UVA Medical Center's healthcare services are better than our competitors
29%
59% 2%
63.94
62.62
1.33
*Excludes GME trainees
All differences are statistically significant

6. Greatest Changes Since 2011
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Greatest Changes Since 2011
We still have some work to do.
Our largest increases!
Item #
Questions
2012 Mean*
2011 Mean
Difference 32
My pay is fair compared to other healthcare employers in this area
57.26
40.81
16.45 40
UVA Medical Center does a good job at attracting outstanding employees
60.38
47.85
12.53 28
UVA Medical Center is a good place to work compared to other companies I know or have heard about
67.67
58.05
9.62 36
Employees do a good job taking the initiative to help customers/clients/patients even when it is inconvenient
72.46
63.39
9.07 41
UVA Medical Center does a good job at retaining outstanding employees
52.13
4.28 23
I believe leadership will do something about the important issues identified by this survey
59.93
56.43
3.50 46
I deal with services/tasks in which I am confident
76.89
80.38
-3.49 38
I would recommend a friend or relative to work at UVA Medical Center
69.09
72.66
-3.57 13
My manager is a good communicator
67.07
70.83
-3.76 47
I feel like my work is meaningful
79.65
83.64
-3.98 34
I would recommend UVA Medical Center to a friend or relative in need of healthcare services
71.59
75.84
-4.25 42
UVA Medical Center makes it simple for customers/clients/patients to do business with us
58.79
65.07
-6.28 35
UVA Medical Center delivers high quality care and service to our patients and families
72.54
80.49
-7.96
*Excludes GME trainees
All differences are statistically significant

7. Highest Percentage Favorable (Agree, Strongly Agree)
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Highest Percentage Favorable (Agree, Strongly Agree)
Item #
Questions
2012 Census*
2011 Census
Difference 46
I deal with services/tasks in which I am confident
93%
87% 6% 47
I feel like my work is meaningful
92%
89% 3% 9
I know what is expected of me at work
91%
New for 2012 36
Employees do a good job taking the initiative to help customers/clients/patients even when it is inconvenient
85%
58%
27% 1
I am a member of a team that works well together
82% 4
When I ask a co-worker for help I can rely on that person to complete the task 16
My manager encourages teamwork
83% 35
UVA Medical Center delivers high quality care and service to our patients and families
-8%
These items are the highest percentage of favorable responses.
Most improved since 2011!
*Excludes GME trainees

8. Highest Percentage Unfavorable (Disagree, Strongly Disagree)
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Highest Percentage Unfavorable (Disagree, Strongly Disagree)
Item #
Questions
2012 Census*
2011 Census
Difference 41
UVA Medical Center does a good job at retaining outstanding employees
31%
37%
-6% 7
In the last seven days, I have received recognition or praise for doing good work - 32
My pay is fair compared to other healthcare employers in this area
25%
23% 2% 39
UVA Medical Center regards employees as the most important resource in the organization
24%
32% 11
My manager deals effectively with poor performance
20%
-3% 12
I am satisfied with the recognition I receive when I do a good job
-5% 19
I have confidence in Senior Management's leadership
19%
21%
-2% 5
There is a climate of trust within my work unit
-4%
These items are the highest percentage of unfavorable responses.
Most of these went down… that’s a good thing!
*Excludes GME trainees

9. Highest Percentage Neutral (Undecided)
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Highest Percentage Neutral (Undecided)
Item #
Questions
2012 Census*
2011 Census
Difference 43
UVA Medical Center healthcare services are better than our competitors
29%
27% 2% 27
I am excited about the direction we are heading at UVA Medical Center
23% 4% 21
I can trust what this organization tells me
26% - 40
UVA Medical Center does a good job at attracting outstanding employees
-1% 42
UVA Medical Center makes it simple for customers/clients/patients to do business with us
10%
16% 41
UVA Medical Center does a good job at retaining outstanding employees 20
I have noticed an improvement in the behavior and communication of UVA Medical Center's Senior Management team
25%
22% 3%
These responses tell us where we can focus to move people to favorable responses.
*Excludes GME trainees

10. Print Work Unit Results
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Open Ended Comments
“What actions have managers and senior leaders taken to demonstrate they are doing something with the results of past surveys?”
More/Better communication (n=583)
“I've noticed increased communication directly related to letting employees know that our leaders care.”
“Increased communication through Uteam meetings, announcements, and the LINK.”
More Meetings (n=376)
“Meetings with employees. The managers have a greater presence on the floors.”
“Meeting with front line people and encouraging interdepartmental growth through participation in teams and meetings.”
Better Pay/Raises (n=325)
“Continued to invest in performance based salary increases. Improved benefits.”
“Compensation redesign, additional PTO cash out, optional use of UVA health system with reduced co-pay.”
Better Management-Employee Relations (n=274)
“Our manager has clearly demonstrated her interest in responding to past feedback. She has an organized plan in place and responds well to constructive feedback. She is an advocate for her employees.”
Your deliberate, hard work has been noticed!

11. Print Work Unit Results
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Open Ended Comments
“What can employees do to increase trust and improve the work environment?”
Teamwork/Work Together (n=339)
“Continue team work theme here at UVA and continue to seek employees who honestly believe in team work and promote an open sense of care for fellow employees (new and seasoned).”
“Employees could start working more as a team instead of having the "that is YOUR patient this is MY patient" attitude. I think we all need to start taking the approach that "These are OUR patients and we work together to get them better.”
Be Professional/Not Rude/No Gossip (n=304)
“Not foster an atmosphere of blame and judgment. Management talks about employees behind their backs. I don't feel trusted even though I am extremely trustworthy.”
“Lead by example. Ask others what you ask of yourself ...”
Communication (n=287)
“Listen to all employees and not take sides. Include all employees in important decisions affecting the overall operation of the department. Invite all employees to share lunch throughout the year.”
“Maintain open lines of communication; properly set expectations and operate transparently.”
Employees are recognizing their part in improving trust in the work environment.

12. Job Family Engagement Index*
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This is the engagement index for all job families compared to the organization engagement index.
Job Family Engagement Index*
2012 Census Engagement Index1
70.31
*Engagement Index difference is statistically different from overall at p<.05
1Excludes GME trainees

13. Job Family Engagement Index vs. Organization Engagement Index
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Job Family Engagement Index vs. Organization Engagement Index
2012 Census Engagement Index1
70.31
This depicts the job families where the response shows a statistical difference.
*   Engagement Index difference is statistically different from overall at p<.05
1Excludes GME trainees

14. Change in Engagement Index from 2011
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Change in Engagement Index from 2011
2012 Census Engagement Index1
70.31
The engagement index mean changes from survey to survey. However, the engagement index improved for all job families!
*Engagement Index difference is statistically different from overall at p<.05;

15. Most Impactful Drivers for 2013
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Most Impactful Drivers for 2013
Focus on the following 3 survey items will have the greatest positive impact on our employee engagement results:
UVA Medical Center treats employees with respect
I am excited about the direction we are heading at UVA Medical Center
Employees share a common bond with UVA Medical Center values and mission
These items are the indicators for organizational pride.
Pride is the most powerful indicator of engagement.

16. Impactful Driver: Feeling Respected
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Impactful Driver: Feeling Respected
These are ideas to consider to improve respect in the workplace.
Leaders
Create a communication channel that empowers employees to discuss improvement ideas with leadership
Handle disciplinary actions with discretion knowing that the close-knit work environment makes it easy for confidential information to spread
In meetings and informal discussions, lead by example by talking positively about other employees, management and executive leadership
Implement a variety of recognition programs where employees can nominate other employees who went ‘the extra mile’ to help them out
Employees
Implement a "thank you“ policy for employees to express appreciation to others who go above and beyond to help
Encourage “positive” dialogue among employees
Reinforce engaging in solution oriented conversations when responding to others who have differing opinions (How can we do that? vs. We can’t do that.)

17. Impactful Driver: Excited About Future
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Impactful Driver: Excited About Future
These are ideas to consider to get employee excited about the future.
Leaders
Create cross-level work teams that engage employees in the decision-making processes for the Health System which improve patient care
Promote the Health System’s future by showing the importance each employee’s role has in achieving it using multiple communication channels 
Transform employees’ complaints into suggestions for change
Continuously monitor and strive to improve the quality of teamwork - a top predictor of excitement about an organization’s future
Employees
Create committees that empower employees to be able to make real changes to the work environment in ways that improve the patient experience
Have employees create development plans that tie their professional goals to the organization’s goals

18. Impactful Driver: Sharing Common Bond w/UVA
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Impactful Driver: Sharing Common Bond w/UVA
These are ideas which may help people to feel a bond with UVAMC.
Leaders
Define UVA’s goals that are of a higher purpose and communicate how employees are apart of it
Offer competitive benefit programs that will enable employees to feel accepted by UVA, not expendable
Train and encourage seasoned employees to be mentors (mentoring programs can facilitate dynamic skill growth throughout UVA)
Reduce stress at work to increase engagement
Begin meetings with a review or discussion of our mission, vision and/or values
Employees
Create a challenging yet supportive work environment where employees feel accepted in order to forge a common bond of beliefs and purpose about UVA
Encourage employees to express their passions about work with one another
Create work teams that are focused on accomplishing goals that are connected to one of UVA’s higher purpose goals and values

19. Key Talking Points We exceeded our Employee Engagement goal
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Key Talking Points
Recap
We exceeded our Employee Engagement goal
We increased participation rate
Our employees feel they are in a better place from a year ago:
Being paid fairly compared to others
Attracting outstanding employees
Feeling this is a good place to work compared to others
Taking the initiative to help our customers
Retaining outstanding employees
Believing leadership will act on issues identified
All differences are statistically significant

20. Key Talking Points Our employees feel they are more highly regarded
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Key Talking Points
Recap
Our employees feel they are more highly regarded
We feel UVAMC does a good job at attracting outstanding employees
We feel UVAMC does a good job at retaining outstanding employees
We feel we are treated with respect
+2.07 We feel we are regarded as the most important resource
Our employees’ job satisfaction has decreased
We feel like our work is meaningful
We deal with services in which we are confident
Overall, we don’t feel satisfied with our jobs
Our employees don’t feel as connected with the organization
We don’t feel proud to tell people we work at UVAMC
We don’t feel excited about the direction we are heading
We don’t share a common bond with our values and mission

21. Interpreting Your Work Unit Results
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Interpreting Your Work Unit Results
Use the Interpreting Work Unit Results Worksheet to help you share results with your team:
Highest percentage favorable
Highest percentage unfavorable
Highest percentage neutral
High percentage of N/A
Summarize
Use the Results Worksheet to methodically review work unit results before you present them to your team.

22. Interpreting Your Leadership Effectiveness
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Interpreting Your Leadership Effectiveness
Use the Leadership Effectiveness Worksheet to determine what strengths you can leverage to address lower performing areas:
Compare UVAMC score to work unit score nine items listed on worksheet
Identify your strengths
Determine which areas require attention
Review applicable tips sheet for each item
Formulate ideas in space provided on worksheet
Discuss your findings with your leader
Use this worksheet to determine what areas you influence and discuss the recourses with your leader.

23. Action Planning Use the action plan template to:
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Action Planning
Use the action plan template to:
Document targeted items
Discuss with your leader
Post in a common area
Provide quarterly updates
This tool is used to capture your action planning efforts.

24. Role of AVPs, Chiefs, Associate Chiefs & Administrators
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Role of AVPs, Chiefs, Associate Chiefs & Administrators
Understand organization and division results
Talk to your managers; ensure they understand the results
Represent the Medical Center with respect, integrity, stewardship and excellence
Support your managers as they schedule and conduct Action Planning Meetings
Review outcomes of these meetings and give input to Action Plans
Hold managers accountable for putting actions into place
Review this to better understand the role of Senior Leadership

25. Role of Front Line Leaders
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Role of Front Line Leaders
Understand organization and work unit results
Be comfortable with the information
Share and discuss results at meetings
Involve as many members as possible
Collaborate with the area when developing action plan initiatives (work unit and self)
Develop Leadership Effectiveness action plan
Share action plans with staff on a continuous basis
Be ambassadors of change
This is what is expected of you.

26. Role of Human Resources
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Role of Human Resources
Understand organization and work unit results
Collaborate with leadership by providing answers to questions and assisting in the interpretation of results
Support leadership as they schedule and conduct Action Planning Meetings
Human Resources is here to support you.

27. 2013 Engagement Index Thresholds
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2013 Engagement Index Thresholds
Below Expectations
Fully Meets Expectations
Exceeds Expectations
74.00
75.00
76.00
These are our goals for 2013.

28. Next Steps Share Results Formulate Work Unit Action Plan
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Next Steps
Share Results
5 Easy Steps
Formulate Work Unit Action Plan
Involve your staff
“What did you mean when you answered ______”
Involve your leader
Just Pick 2!
Use the tool to document, post in common area
Develop Leadership Effectiveness Action Plan
In Summary:
Share results with your team.
Develop an action plan.
Discuss your leadership effectiveness worksheet with your leader.