2018 Employee Engagement Survey Review

Transcription

1 2018 Employee Engagement Survey Review

2 Background Gathering and acting on feedback provided by employees can lead to work process improvements, enhanced leadership capabilities, increased morale and a stronger bottom line. An analysis of the collective feedback and development of associated action plans will provide SLVH leadership additional resources in achieving our goal of developing and sustaining a high level of engagement and commitment from staff. This year, we worked with Employer s Council to develop, administer, and tally the survey content and results that follow.

3 About the Survey.. Employers Council conducted the San Luis Valley Health Employee Engagement Survey May 14 th June 1 st. All employees were asked to participate in the survey. The survey contained 42 multiple choice questions, 4 open-ended item questions, and 4 demographic item questions 517 of 705 eligible employees completed the survey for a response rate of 73%. The multiple-choice items are scored on a 1.00 to 5.00 scale, with 5.00 being the most positive possible score. Note, the higher the numerical value, the more positive the results regardless of how the question is worded. The numerical values used in this survey can generally be interpreted as follows: Very Positive = 3.75 and above Positive = Somewhat Positive = Neutral = Negative = Less than 3.00 The overall mean of our survey was 3.89!

4 Survey Results Comparisons Year Participation Grand Mean Satisfaction Senior Team Patient Focus Culture Benefits Supervision N/A Additional areas of focus for 2018 survey: Compensation Empowerment Communication Work/Life Balance Training & Development Working Conditions Compensation, Senior Leadership, and Communication, on average, typically score the lowest on engagement surveys. We faired well with two of the three (Communication and Senior Leadership) scoring in the Very Positive category. Compensation is Neutral and an area commonly scored low as people generally view their earnings to never be enough.

5 Common Themes from Question: Describe something about working for SLVH that makes you proud (400 responses)

6 I am proud of the variety of community events and in house activities that include so many. I am proud of our impact on and in the community.

7 I am proud to hear patients say that they think we have grown and become a much better hospital in recent years. Rating Scale: Very Positive = 3.75 and above Positive = Somewhat Positive = Neutral = Negative = Less than 3.00 I am proud of all the learning experiences through patient interactions and departmental collaboration.

8 I am proud of how the team comes together when it really matters. Awesome and supportive co-workers. Rating Scale: Very Positive = 3.75 and above Positive = Somewhat Positive = Neutral = Negative = Less than 3.00

9 I am proud that I have advanced my knowledge since starting here. Proud that I am committed and loyal. Rating Scale: Very Positive = 3.75 and above Positive = Somewhat Positive = Neutral = Negative = Less than 3.00

10 Areas for Improvement.. The specific feedback to the open-ended questions provided by employees varies by department. However, common themes for areas of improvement were identified as follows: Pay Burnout/Work-Life Balance Resources and Training Back-to-Basics Customer Service Training (i.e., smile, friendly greeting, empathy, etc.) Streamlined and standardized check-in/admissions process Collaboration & Communication between departments Concern for favoritism and/or lack of accountability Limitations for advancement/promotional opportunities Recognition

11 Putting Feedback into Action. Implementing action plans to address employee concerns and sustaining what we do well is a critical piece of the engagement survey process. Performance Goal setting in conjunction with leadership annual appraisals will serve as the primary avenue for the organization s leadership to develop action and accountability plans for their respective area.

12 Putting Feedback into Action. Areas of Focus and Projects on the horizon include: Distribution and Education of FY19 Strategy Map Ongoing Leadership Development Courses Review/refresh of Leadership Covenant RFP for Medical and Pharmacy Plan TPA Revision to Service training curriculum A review of market salary data will be performed again this Fall, concentrating on the Business Office, Admissions, Facilities, HIM, and Food Service.

13 Conclusion The Employee Engagement Survey process is just one of the many tools we use in guiding us in our Strategy for Magnet for Excellent People. Along with FTE growth, we have demonstrated strong results and progress in our overall engagement scores. Of course, there is always room for improvement and we are committed to turning the staff s feedback into positive action! If you have questions about the survey process or would like to see any of the detailed reports, please let Mandy know. Thanks!