How ThedaCare Increased Staff Engagement by 11%

Transcription

1 Advisory Board Survey Solutions How ThedaCare Increased Staff Engagement by 11% Leveraging Departmental Learning to Enhance Organization Engagement: An Experimental Approach to Engaging Staff

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5 5 A Seemingly Infinite Universe of Managers So Where Do We Focus Our Attention? Accounting Manager Accreditation Manager Anesthesia Manager Behavioral Services Manager Business Development Manager Cardiovascular Manager Clinical Informatics Manager Coding Manager Community Health Manager Compensation and Benefits Manager Compliance/Audit Manager Corporate Affairs Manager Customer Relations Manager Database Administration Manager Diabetes Manager Emergency Department Manager Employee Health Manager Endowment Manager Environmental Services Manager Finance Manager Financial Reporting Manager Food Services Manager Foundation Development Manager Fund Development Manager General Maintenance Manager Government Affairs Manager Health Information Manager Home Care Manager Hospice Manager HR Manager HRIS Manager I.T. Manager Inpatient Pharmacy Manager Labor Relations Manager Laboratory Manager Laundry Manager Legal Services Manager Long-term Acute Care Manager Marketing Manager Materials Management Manager Medical Staff Services Manager Nurse Director Nurse Manager OB/GYN Manager Occupational Therapy Manager Organizational Development Manager Orthopedic Manager Outpatient Pharmacy Manager Pathology Manager Patient Safety Manager Payroll Manager Pediatrics Manager Performance Improvement Manager Physical Therapy Manager Physician Recruitment Manager Physician Compensation Manager Physician Relations Manager Psychiatry Manager Public Relations Manager Quality Improvement Manager Radiology Manager Real Estate and Construction Manager Recruiting Manager Regulatory Services Manager Risk Management Manager Security Manager Speech/Hearing Therapy Manager Spiritual/Pastoral Manager Strategic Planning Manager Surgical Services Manager Training and Development Manager Urgent Care Center Manager Source: ABSS interviews and analysis

6 6 Organizational Goals Open for Interpretation Strategic Aim Distorted at Every Step Goal: Achieve median performance on conflict resolution Goal: Improve performance management dialogues with staff Goal: Increase score on conflict resolution question by 10% Goal: Improve cross-team communication Goal: Improve performance management dialogues Goal: Improve conflict resolution processes and communication Goal: Improve twoway communication with staff Source: ABSS interviews and analysis

7 7 Continued Improvement at ThedaCare ThedaCare Percentage Engaged Employees 11% improvement in overall engagement from 2008 to Case in Brief: ThedaCare Five-hospital community health system based out of Appleton, WI Leveraged Engagement Survey in 2008, 2009, and 2010 with improvements in engagement each year HR/OD partnered with select units to pilot department-level initiatives focused on organization-wide priorities Source: ThedaCare, Appleton, WI

8 8 Keys to Success Key Elements of ThedaCare s Approach 1. Balancing Organizational and Departmental Goals 2. Leveraging Limited HR Resources 3. Providing Support to Frontline Managers Source: ThedaCare, Appleton, WI.

9 Leveraging Limited Resources 9 Narrowing the Scope Leveraging Scarce Resources at ThedaCare ThedaCare 2010 Survey Results 4 OD Representatives 8 Selected Departments 1:2 Ratio of OD Representative to Department Engaged Content Ambivalent Disengaged Organization performing at or around median in all four engagement categories Based on available resources, OD narrowed focus to eight areas throughout the system Source: EEI Interviews and Analysis

10 Balancing Organizational and Departmental Goals 10 Defining Distinct Criteria for Inclusion A Different Approach to Department Selection Criteria #1: High Level of Contentment, Low Level of Engagement Criteria #2: Greatest Gaps in Organizational Priorities Unit A Priority Career Development Gap -11% Unit B Communication 4% Recognition -2% In order to make the greatest impact on engagement, OD focused efforts on areas with low engagement, high contentment, and minimum of 20 individuals For additional impact, OD identified areas with greatest opportunity for improvement related to organization s priorities Pilot initiatives launched on chosen departments Source: ThedaCare, Appleton, WI

11 Balancing Organizational and Departmental Goals 11 Identifying Greatest Areas of Opportunity Partnering with Nutrition to Drive Change Nutrition and Diabetes Education 2010 Survey Results I have helpful discussions with my manager about my career % Agree/Strongly Agree Unit has high level of contentment and opportunity for improvement on priority driver Engaged Content Ambivalent Disengaged Nutrition Benchmark Source: ThedaCare, Appleton, WI

12 Providing Support to Managers 12 Supporting Leaders to Assess Root Cause Focusing on the Right Issues Root Causes Identified No meetings focused on career development Lack of performance feedback in check-ins Feedback not provided frequently enough to take corrective action Initiatives Hold staff meetings focused solely on career planning Management articles provided to enhance management techniques Root Cause Methodologies Five Why s Simple, formulaic method to drilling in for more detail Sticky Note Exercise Allows people to provide feedback anonymously Focus Group Surface problems with the ideal scenario in mind Source: ThedaCare, Appleton, WI.

13 Providing Support to Managers 13 Seeing the Impact of the Pilot Enhancing Career Development Opportunities on Nutrition Ensuring Continued Progress Key Questions I have helpful discussions with my manager about my career 38% % Agree or Strongly Agree 40% 50% Fall 2010 June September 1. Were meaningful improvements made on improvement opportunity? 2. Has engagement improved in this department? 3. Are initiatives replicable in other departments or units? Targeted support led to 33% improvement in driver performance related to career planning Source: ThedaCare, Appleton, WI

14 Providing Support to Managers 14 Providing Tools to Drive Engagement Sharing Results from the Pilot Creating a Pick-List for Managers Management Training Initiative Senior leadership fireside chats Targeted career planning conversations with staff First Among Equals reading and training for managers Piloted Unit ICU Dieticians Departments with high level of professionals Meeting Agenda How to Solicit Staff Input Videos from supported managers on impact of OD initiatives Best practices/learning from the cohort Source: ThedaCare, Appleton, WI.

15 Coda: Applying Lessons to System-Wide Approach 15 Elevating Our Approach Prioritizing Drivers to Pursue for System-Wide Improvement Driver TCW PH BH Corp. Svcs. Phys. Svcs. SMC AMC RMC NLMC TCMC TH Benefits Regular feedback on performance Recognition Helpful career discussions Interested in promotion opportunities Kept informed of future plans/ direction Source: EEI Database 2011.

16 Coda: Applying Lessons to System-Wide Approach 16 Drilling into Root Cause Understanding Where to Focus Root Causes Identified No one owns system communication System-Wide Opportunity: I am kept informed of the organization s future plans and direction. the primary method of communication for everything Most people immediately delete an organization-wide No standard process for initiating communication or soliciting feedback Source: ThedaCare., Appleton, WI

17 Coda: Applying Lessons to System-Wide Approach 17 Translating Root Cause Into Action Initiatives Developed to Enhance Communication Root Causes Identified No one owns system communication the primary method of communication for everything Most people immediately delete an organizationwide Targeted Engagement Initiatives System-Wide Communication Protocol Management Meeting Communication Packet Special Edition Newsletter: System Goals and Direction No standard process for initiating communication or soliciting feedback Communication Calendar System-Wide Communication Protocol Manager Dialogue Support Materials: Two-Way Communication Source: ThedaCare, Appleton, WI.

18 Coda: Applying Lessons to System-Wide Approach 18 Cascading Communication About Future Direction Manager Communication Packet Streamlined and Simplified Excerpt from Quarterly Engagement Update Goal metrics presented relative to targets for organization in easy to read table Metrics and measurement methodology clearly explained Includes question to gather staff feedback when sharing data Source: ThedaCare, Appleton, WI.

19 19 Surfacing Root Cause and Solutions Dedicated Advisor Helps Set Follow-Through Strategy Session in Brief: Addressing Organization-Wide Improvement Opportunities Dedicated Advisor leads facilitated discussion with executive and management teams to determine next steps to address improvement opportunities Session designed to select improvement priorities, then assess root cause and provide concrete examples Final step involves coming up with a list of solutions, then voting on which ones to do first Source: Advisory Board Survey Solutions.

20 20 Review of ThedaCare s Key Components Utilizes both engagement and driver performance to focus on greatest opportunities for change Provides opportunity to pressure test organizational initiatives on subset of population Documents and shares most successful initiatives with system leaders Source: ThedaCare, Appleton, WI

21 Employee Engagement Initiative 21 Accessing our Research Please remember this is an excerpt of a larger study Please expect a phone call or visit in follow up to today s presentation Please contact us with questions Research Contact: Member Services Contact: Sarah Strumwasser Kate Myers Director Member Services Manager strumwas@advisory.com myersk@advisory.com