How are Senior Leaders Using Employee Engagement and Talent Strategies to Drive Success? Panel Discussion Becker s Healthcare June 29, 2016

Transcription

1 How are Senior Leaders Using Employee Engagement and Talent Strategies to Drive Success? Panel Discussion Becker s Healthcare June 29, 2016

2 Agenda Introductions The employee engagement challenge Talent strategies, generally A success story engagement and the patient experience Research the role of communication skills and staff confidence Discussion

3 Introduction Today s challenges The move to value-based payment methodologies Transparency Increasing merger activity, including integrated models combining providers and payers Technology and innovation Supply of physicians and nurses and competition for the best staff Growing consumerism and emphasis on the patient experience Reducing costs while improving outcomes Thinking differently about talent how do talent strategies impact organizational goals? What can we learn from the panel s experiences and research?

4 Donna Katen-Bahensky DKB Consulting Former President and CEO, University of Wisconsin Hospital and Clinics Former President and CEO, University of Iowa Hospital and Clinics Former member of the Board of Trustees for the American Hospital Association Faculty Member for the Institute for Healthcare Excellence Advisor for Select International, and several Healthcare Technology companies, including Avia and InveniasPartners

5 What do these Changes Require? An Extremely Talented and Engaged Workforce!!!

6 What is Employee Engagement? The Business Dictionary defines employee engagement as: The emotional connection an employee feels toward his or her employment organization, which tends to influence his or her behaviors and level of effort in work related activities. The more engagement an employee has with his or her company, the more effort they put forth.

7 Current State of Employee Engagement In the 2014 Gallup study of Employee Engagement: 52% of full-time workers in the country are not involved in or enthusiastic about their work 40% are passively or actively disengaged

8 Current State of Employee Engagement (con t) Hospital CEO Turnover - 18% in 2015 (2 nd highest since 2000) More than half of nurses are 50 yrs old - 62% over 54 are considering retirement 44% of Nurse Educators are contemplating retirement In 2013, 43% of active physicians were 55 or older Unless we do something about overworked, stressed and burned out health care professionals we will not be able to handle increased clinical volume

9 Impact of Employee Engagement Engaged Employees Energized Committed to working hard to ensure success Actively engaged in using their skills, experience and creativity Willing and able to identify and solve problems Action-oriented and capable of taking intelligent risks Disengaged Employees Increased: Absenteeism Errors Turnover Decreased: Productivity Profits Customer Satisfaction Amy Richman of WFD Consulting. 10 year Cross-Industry Study into Employee Engagement. 2006

10 Why do We Care? Engaged Employees: Drive the Patient Experience Positively Impact the Quality of Patient Care Make Fewer Errors Increase the Safety of the Environment Make Better Team Leaders and Players Increase an Organization s Financial Performance Are Generally Healthier and Happier People!

11 The Challenges Barriers Senior leadership buy-in Sustainability

12 Mark Sevco President, UPMC East and UPMC McKeesport UPMC International Services Co-Chair of UPMC Employee Engagement Committee Co-Director of UPMC administrative fellow program Previously VP of Operations of the 1,315 bed UPMC Presbyterian Shadyside

13 The UPMC East Project Building the Hospital of the Future Developing a Culture with Values Talent Strategies to Hire the Right Employees Employee Engagement Drives the Patient Experience

14 You can design and create, and build the most wonderful place in the world. But it takes people to make the dream a reality. ~Walt Disney 14

15 UPMC: Our Values

16 UPMC East Culture Financial Viability and $ustained Competitive Advantage Satisfied (Loyal) Patients Satisfied (Loyal) Employees Effective Systems & Processes InSight3 & echo strategies All Rights Reserved UPMC: Our Values 1. Quality & Safety 2. Dignity & Respect 3. Caring & Listening 4. Responsibility & Integrity 5. Excellence & Innovation

17 Our Talent System Define a behavioral competency model aligned with our vision Senior team behavioral assessments for development A selection system targeting behaviors, including: Select Interviewing Pre-employment behavioral assessments Hiring managers take an active role in building their teams

18 Patient Satisfaction Training for all Staff and Physicians: Lunch & Learn Series Examples: Telephone Etiquette Creating Positive First Impressions Customer Service 101 Back to Basics Competencies of Dignity & Respect Conflict Resolution Dealing with Difficult Customers Disabilities Awareness Engagement Training Team Building Time & Stress Management Diversity Training Generations Working Together Leaders were also available to help individual departments with customized training to meet specific needs and challenges.

19 What Is Patient Satisfaction? It is not: Making patients happy No patient is happy to come to a hospital We are not Disney World It is: Listening and responding to our patients needs Easing their fears, their anxiety, and their stress Treating the person, not just the symptoms Showing compassion in everything we do Establishing trust

20 Average National Percentage Rank Employee Engagement Drives Patient Experience National Percentile Rank Based on Employee Engagement Scores Nurse Responsiveness Physician Pain Medication Discharge Rate Based on Engagement data from 52 projects, year HCAHPS data from Jan-Dec 2013 Hospital Compare Dataset. Top 20% of Employee Engagement Bottom 20% of Employee Engagement

21 The UPMC Experience Framework UPMC Experience Steering Committee Co Chairs: Marybeth Jenkins Mark Sevco Tami Minnier and James Taylor Employee Experience Committee Marybeth Jenkins and Mark Sevco Community Experience Committee James Taylor Member Experience Committee Marybeth Jenkins Patient Experience Committee (PEAs) Tami Minnier

22 Employee Experience Teams at every UPMC Business Unit Platform for Successful Implementation Chairs: Mark Sevco and Marybeth Jenkins East Mercy PUH/SHY Passavant HealthPlan, PSD, etc. Employee Experience Committee ** Culture is local ** Associate Engagement (Liz/Tracey) Associate Recognition (Lisa) Inclusion (Liz) Community Outreach (Laura) Wellness (Tracey) My Voice (Keith) 22

23

24 Brad Weeks Director, Performance Improvement and Research, HealthStream

25 The Linkage Between Engagement Research and Achieving Outcomes

26 Why Do We Struggle To Deliver An Exceptional Experience?

27 Confidence Driven By Clear Communication with Caregivers Confidence Driven By Clear Communication with Managers

28 A Similar Tone Across the Landscape CG-CAHPS Doctor listened carefully to you P P P Doctor showed respect for what you had to say Doctor gave easy to understand instructions regarding health problems/concerns ED-CAHPS Doctors spent enough time with you P Doctors listened carefully to you Doctors/nurses did everything they could to help you with pain HCAHPS P Nurses listened carefully to patients Staff doing everything they could to help with pain P Courtesy and respect of nurses HH-CAHPS Home Health providers listened carefully to you P HH providers informed and upto-date about all home care/treatment P P HH providers explained things in a way that was easy to understand

29 Change the Conversation How do we allow the voices of the healthcare community to drive workforce development?

30 Discussion

31 What factors impact employee engagement?

32 What factors impact nursing engagement and career success?

33 How do we get senior leaders to embrace these approaches? Where s the sense of urgency?

34 How do we engage the medical staff?

35 How do we sustain cultural/talent initiatives when so many day-to-day operational issues consume our time and energy?

36 How do we engage staff in their own development? How do we encourage and support leadership development?

37 How have the required skill sets changed? Leaders Physicians Nurses and front line staff

38 How has the role of human resources changed? Do senior leaders think about HR differently?

39 A few take-aways?

40 Thank You! To learn more, please visit us at Bryan Warren: