Renovating an Internal Communications Infrastructure to Enhance Employee Engagement

Transcription

1 Renovating an Internal Communications Infrastructure to Enhance Employee Engagement Steve Campbell and Mary Havard University of Texas Medical Branch The opinions expressed are those of the presenter and do not necessarily state or reflect the views of SHSMD or the AHA Society for Healthcare Strategy & Market Development

2 Learning Objectives 1. Know how to utilize data to guide internal communications improvements 2. Learn how to support communications between managers and staff at the enterprise level 3. See how to apply lessons learned as program evolves

3 About UTMB Established 1891; 3 campuses in 2016 $1.8B budget; 12,400 employees Academic Enterprise (4 schools, $120M in research funding, National Biocontainment Lab) Comprehensive Health System (4 general hospitals, >100 clinics, Level I trauma center) Correctional Managed Care program (1 hospital, 100 prison unit clinics) Institutional Support functions

4 Statewide Health Care Resource Region 2, 1115 Waiver AHEC Service Area As of Fall 2015 Community Clinic Regional Maternal and Child Health Clinic Telemedicine Clinic Educational Affiliation East Texas Area Health Education Center (AHEC) Contracted County for Indigent Care TDCJ Prison Clinic TJJD Facility Clinic

5 Why Renovate? UTMB transforming as an academic health science center Rapid growth + wide geography Residual anxiety from hurricane recovery, leadership changes, industry evolution Not everyone understood their role in strategic plan Employee engagement survey: manager and employee communication not optimal; faculty and staff didn t feel informed or connected Communication top goal of University President

6 Benefits of Investing in Internal Communication Well-informed employees are more engaged and loyal Employees in all roles and all locations: Understand how they contribute to, are connected with mission and vision Have practical information they need to do their best work to advance quality, safety, patient satisfaction, productivity Can be proud ambassadors for UTMB Are aware of productive ways to provide feedback, ask questions, get answers Investing energy in creating system now saves time/miscommunication in the long-run

7 UTMB s Supply List Active sponsorship from the President External, objective review and analysis of best practices Data to: Make the business case for change Determine best path forward Point the way to needed course corrections Measure effectiveness Program design that meets our employee and faculty needs NOT on the list: additional staff

8 Planning our Renovation: Internal Communications Review Research in four phases: Nearly 100 communication examples reviewed 30 UTMB thought-leader interviews conducted Employee and manager surveys 12 focus groups based on survey data Affirmed need for: More reliable, consistent, intentional, timely info-sharing Employees/managers to feel better informed Enhanced two-way communication Most appropriate use of various communications channels

9 Employees Said I can t keep up with all of the incoming (60%) I want one source of information (58%) I want my supervisor to be my source (70%) I want info about my work unit (90%) I want to know about UTMB plans/goals (84%) I want to hear about UTMB news (69%) Tell me why Only ~ 33% had at-least-biweekly meeting with supervisor access not universal; among those with access, little time to read messages, determine importance

10 Managers Said I know communications is a central role (89%) I feel well-informed (27%) I don t have time (66%) I am buried in s and cannot decipher what to communicate (50%) Information doesn t work its way down to me I want guidance on what/how to communicate, how best to reach numerous direct reports on different shifts/in different locations

11 Global Channels Needed Help overload; too broadly distributed; not available to everyone Impact (newsletter) e-version OK; bring back a featureheavy print edition; We want stories Town Halls majority of employees/managers see value, but most cannot attend iutmb (internal home page) link farm vs. news source Daily Announcements too difficult to find info of particular interest

12 Blueprint: Build One New Weekly Relays Core Channel Brief (15-minute) all hands, in-person engagements Focused on sharing news and information Receive talking points every week Weekly Relay Notes provided by UTMB and operation entity Space to add info specific to work group/department Led by designated Relay Leaders in each area Adaptable to work-group needs (e.g., timing, including in existing meetings, distance technology)

13 and Update Four Other Global Channels New and Improved Impact newsletter Monthly print edition complemented by online edition Employee-focused, pride-building stories; concerted effort to include diverse job roles, levels, locations Reverse Town Halls Bringing leaders to the workplace Enhanced iutmb (intranet site) Easier to navigate; newsier Refined Daily Announcements Better categorized content Make information easier to read Retain ability for self-submission

14 Building the Relays Structure Appointed Relay Leaders (>900 statewide) Done by leadership in each area Established Internal Communications Council (ICC) Appointed and sponsored by Executive Leadership Members responsible for determining Relay Notes content Represents critical areas of the organization Academic Enterprise Business and Finance Correctional Managed Care Employee Advisory Council Health System Human Resources President s Office Marketing and Communications (facilitates)

15 Weekly Relays Begin First templates incorporated feedback from research, ICC

16 Project Milestone 1: Relay Leader Survey Conducted three months after launch Distributed to 983 Relay Leaders across UTMB Responses: ~400 (40%)

17 Relay Leaders Said Relays are working moderately or extremely well (76%) I had been conducting regular face-to-face meetings with their staff prior to the start of Relays (85%) UTMB/Entity announcements mostly valuable (43%) or sometimes valuable (46%) Most of my staff aren t asking questions during the Relays (75%)

18 Relay Leaders Said Most important purpose of Weekly Relays: Department News (55%) Least important purpose of Weekly Relays: Entity News (52%) Response average in descending order of importance: Providing staff with Department News Receiving feedback/questions from staff Celebrating staff accomplishments/kudos Updating staff on UTMB-wide news Updating staff on Entity news

19 Project Adjustments Continue to refine messages Send time-sensitive messages earlier Provide some breadcrumbs for Relay Leaders (e.g., Action Item ) Review how to integrate Relays with existing meetings and processes Continue to encourage two-way communication

20 Project Milestone 2: Employee Survey After 7 months of Relays, employees said: I am better informed about UTMB s plans and initiatives (75%) Relays are going moderately or extremely well (77%) I have attended a Relay in the last week (75%) I like hearing about my department s news (62%) I like hearing about UTMB news (52%) I am comfortable asking questions (92%)

21 Common Themes What I Like Provides face time with my boss and my team Scheduled routinely Promotes communication and teamwork; improves morale Dispels the notion of I m out of touch Imparts department news and UTMB news Favors labeling Action Items; enjoys Did You Know? Believes Relays are becoming part of the UTMB vernacular What Could Be Better Relays duplicate information in other media, such as daily announcements, website, Impact Meetings too frequent Relay Notes just read without much interaction Relays take time away from patients Relays are not always conducive to asking the boss questions Faculty with multiple appointments not sure which Relay to attend

22 Keep What Works Consistent and reliable distribution time Labeling messages requiring Action Including Did You Know? items Including links to more information Including UTMB News and space for department news Providing tips and tools for Relay Leaders

23 But Evolve to Better Meet Needs Templates and Content Put department news first on the template Integrate all entities into one template Consider organizing content by job role or Road Ahead pillars Make template more engaging Be sensitive to language choice (e.g., prison unit as worksite vs clinic) Making a clearer connection to Road Ahead pillars As other communications channels are developed and revised, establish content guidelines for use of each Relay Effectiveness Define boundaries where Relay Leaders can be flexible Identify Relay Leaders who may need training/coaching on conducting effective meetings Video a good Relay meeting to share as a best practice Create discussion points/questions/conversation starters Consider having non-managers as Relay Leaders (development opportunity for interested staff, while still holding managers accountable) Provide options for digital weekly relays

24 New Weekly Relays Template

25 Support for Relay Leaders Online Tips & Tools Instructional How-To Videos > es3kxk How-To Guide >

26 Other Global Channels

27 Critical Success Factors and Lessons Learned Secure active sponsorship from executive leadership Highlight/mention in leader presentations and communications Don t wait to get it perfect and don t expect to be done Make visible changes based on routine user feedback Establish consistency early Establish guiding principles to make program adaptable

28 Key Take-Aways 1. Executive support is key 2. Use data to guide your redesign 3. Any change in right direction is better than perfection that never sees light of day 4. It s a (messy) worthwhile journey

29 Questions? Steve Campbell Mary Havard The opinions expressed are those of the presenter and do not necessarily state or reflect the views of SHSMD or the AHA Society for Healthcare Strategy & Market Development