Employee Engagement: Helping Your Staff Go Above and Beyond. Shannon Bennett, Quality Management Supervisor. Disclosures

Transcription

1 Continual Improvement Forum Employee Engagement: Helping Your Staff Go Above and Beyond Shannon Bennett, Quality Management Supervisor June 13 th, 2016 Disclosures Relevant Financial Relationship(s): Nothing to Disclose Off Label Usage: Nothing to Disclose 1

2 Objectives Describe drivers of trust associated with manager-employee relationships Identify unmet employee needs that are limiting greater engagement Develop an engagement plan for your team What is engagement? 2

3 What is engagement? Intellectual, emotional, and/or values alignment with: Organization Job Manager Co-workers What is engagement? Intellectual, emotional, and/or values alignment with: Organization Job Manager Co-workers Engagement often drives discretionary effort Going above and beyond the baseline job requirements 3

4 The engagement spectrum (Gallup) Engaged Disengaged Actively Disengaged The engagement spectrum (Gallup) Engaged Disengaged Actively Disengaged 4

5 The engagement spectrum (Gallup) Engaged Disengaged Actively Disengaged The engagement spectrum (Gallup) Engaged Disengaged Actively Disengaged 5

6 Why is engagement important? Why is engagement important? Absenteeism 6

7 Why is engagement important? Absenteeism Turnover Why is engagement important? Absenteeism Turnover Safety incidents 7

8 Why is engagement important? Absenteeism Turnover Safety incidents Patient safety incidents Why is engagement important? Absenteeism Turnover Safety incidents Patient safety incidents Quality Issues 8

9 Why is engagement important? Absenteeism Turnover Safety incidents Patient safety incidents Quality Issues Customer rating Why is engagement important? Absenteeism Turnover Safety incidents Patient safety incidents Quality Issues Customer rating Productivity 9

10 Aspects of engagement External Focused Internal Focused Aspects of engagement External Focused Skills & training: interpersonal skills Internal Focused 10

11 Aspects of engagement External Focused Skills & training: interpersonal skills Social network: relationships Internal Focused Aspects of engagement External Focused Skills & training: interpersonal skills Social network: relationships Work/life balance Internal Focused 11

12 Aspects of engagement External Focused Skills & training: interpersonal skills Social network: relationships Work/life balance Internal Focused Hope: do I have some control? Aspects of engagement External Focused Skills & training: interpersonal skills Social network: relationships Work/life balance Internal Focused Hope: do I have some control? Efficacy: can I do what is expected? 12

13 Aspects of engagement External Focused Skills & training: interpersonal skills Social network: relationships Work/life balance Internal Focused Hope: do I have some control? Efficacy: can I do what is expected? Resiliency: can I overcome obstacles? Aspects of engagement External Focused Skills & training: interpersonal skills Social network: relationships Work/life balance Internal Focused Hope: do I have some control? Efficacy: can I do what is expected? Resiliency: can I overcome obstacles? Optimism: will there be a positive outcome? 13

14 Key engagement driver The greatest impact on engagement is the manager 70% of engagement scores Key engagement driver The greatest impact to engagement is the manager 70% of engagement scores Is the manager engaged? 14

15 Key engagement driver The greatest impact to engagement is the manager 70% of engagement scores Is the manager engaged? Is there a high level of trust in the manager? 15

16 Components of trust Credibility Communication Competence Integrity Respect Support Collaboration Caring Fairness Equity Impartiality Justice Components of trust Credibility Communication Competence Integrity Respect Support Collaboration Caring Fairness Equity Impartiality Justice 16

17 Credibility Communication Transparent, open communication Clear expectations Translation what does this mean to you Competence I know what I m doing I know my staff know what they re doing Meaningful responsibilities Integrity Follow-through Role model Consistency Credibility Communication Transparent, open communication Clear expectations Translation what does this mean to you Competence I know what I m doing I know my staff know what they re doing Meaningful responsibilities Integrity Follow-through Role model Consistency 17

18 Credibility Communication Transparent, open communication Clear expectations Translation what does this mean to you Competence I know what I m doing I know my staff know what they re doing Meaningful responsibilities Integrity Follow-through Role model Consistency Credibility Communication Transparent, open communication Clear expectations Translation what does this mean to you Competence I know what I m doing I know my staff know what they re doing Meaningful responsibilities Integrity Follow-through Role model Consistency 18

19 Support Staff development Feedback Respect Collaboration Shared decision-making Soliciting ideas Closing the loop Caring Workload balancing Stress management Utilizing staff passion and skills Support Staff development Feedback Respect Collaboration Shared decision-making Soliciting ideas Closing the loop Caring Workload balancing Stress management Utilizing staff passion and skills 19

20 Support Staff development Feedback Respect Collaboration Shared decision-making Soliciting ideas Closing the loop Caring Workload balancing Stress management Utilizing staff passion and skills Support Staff development Feedback Respect Collaboration Shared decision-making Soliciting ideas Closing the loop Caring Workload balancing Stress management Utilizing staff passion and skills 20

21 Equity Equal work for equal pay Equal respect regardless of position Fairness Impartiality Avoid preferential treatment Fair does not mean equal Caring Escalation path is understood Supportive when concerns are brought forward Equity Equal work for equal pay Equal respect regardless of position Fairness Impartiality Avoid preferential treatment Fair does not mean equal Caring Escalation path is understood Supportive when concerns are brought forward 21

22 Equity Equal work for equal pay Equal respect regardless of position Fairness Impartiality Avoid preferential treatment Fair does not mean equal Caring Escalation path is understood Supportive when concerns are brought forward Equity Equal work for equal pay Equal respect regardless of position Fairness Impartiality Avoid preferential treatment Fair does not mean equal Caring Escalation path is understood Supportive when concerns are brought forward 22

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24 Employee needs Clear expectations Available resources Use of talents Recognition and feedback A voice Teamwork & camaraderie Personal growth Clear Expectations Everyone knows how to do their job and what s expected of them often a stumbling block 24

25 Clear Expectations Everyone knows how to do their job and what s expected of them often a stumbling block Do good work Don t make mistakes Try your best Clear Expectations Everyone knows how to do their job and what s expected of them often a stumbling block Do good work Don t make mistakes Try your best Vague = Bad 25

26 Clear Expectations Everyone knows how to do their job and what s expected of them often a stumbling block Do good work Don t make mistakes Try your best Vague = Bad If a manager cannot articulate job expectations, they can t reasonably expect the employee to meet those expectations Clear Expectations Expectations may not be universal Baseline expectations vs. individual expectations 26

27 Clear Expectations Expectations may not be universal Baseline expectations vs. individual expectations Baseline (fairness) Universal, e.g. follow SOPs, wear PPE Job duties (role based) Work unit norms Clear Expectations Expectations may not be universal Baseline expectations vs. individual expectations Baseline (fairness) Universal, e.g. follow SOPs, wear PPE Job duties (role based) Work unit norms Individual (growth) Short and long term goals Stretch assignments 27

28 Clear Expectations Be careful mandating the how I want you to prepare a 20 slide presentation on educational models by the end of the month and present to the executive team. Clear Expectations Be careful mandating the how I want you to prepare a 20 slide presentation on educational models by the end of the month and present to the executive team. We agree that an appropriate goal to advance in your career is to increase your comfort level speaking in front of an audience. 28

29 Clear Expectations Be careful mandating the how I want you to prepare a 20 slide presentation on educational models by the end of the month and present to the executive team. We agree that an appropriate goal to advance in your career is to increase your comfort level speaking in front of an audience. Check in (again, without micromanaging) 1:1 s, team meetings, milestone checkpoints Available Resources Do I have what I need to do my job? 29

30 Available Resources Do I have what I need to do my job? Material Challenging for managers w/o purchasing authority Available Resources Do I have what I need to do my job? Material Challenging for managers w/o purchasing authority Transparency Solicit input from staff 30

31 Available Resources Do I have what I need to do my job? Material Challenging for managers w/o purchasing authority Transparency Solicit input from staff Training Poor training = lack of confidence Available Resources Do I have what I need to do my job? Material Challenging for managers w/o purchasing authority Transparency Solicit input from staff Training Poor training = lack of confidence Feedback/support Does management care about me? 31

32 Use of Talent I have a passion for X ; use it! Use of Talent I have a passion for X ; use it! Employee who are able to use their strengths daily are 6x more likely to be engaged (Gallup) 32

33 Use of Talent I have a passion for X ; use it! Employee who are able to use their strengths daily are 6x more likely to be engaged (Gallup) Management Approach Engaged Disengaged Actively Disengaged Standard 30% 50% 20% Focus on 61% 38% 1% Strengths Ignore 2% 40% 57% Use of Talent I have a passion for X ; use it! Employee who are able to use their strengths daily are 6x more likely to be engaged (Gallup) Management Approach Engaged Disengaged Actively Disengaged Standard 30% 50% 20% Focus on 61% 38% 1% Strengths Ignore 2% 40% 57% 33

34 Use of Talent I have a passion for X ; use it! Employee who are able to use their strengths daily are 6x more likely to be engaged (Gallup) Management Approach Engaged Disengaged Actively Disengaged Standard 30% 50% 20% Focus on 61% 38% 1% Strengths Ignore 2% 40% 57% Use of Talent Help them find their strengths Strengths Finder 2.0 Use strengths to meet team objectives 34

35 Use of Talent Help them find their strengths Strengths Finder 2.0 Use strengths to meet team objectives Incorporate strengths into performance reviews Set goals based on strengths Recognition and Feedback Are you successful in your job? 35

36 Recognition and Feedback Are you successful in your job? How do you know? Recognition and Feedback Are you successful in your job? How do you know? Glass half full people no news is good news What if they re not meeting expectations? 36

37 Recognition and Feedback Are you successful in your job? How do you know? Glass half full people no news is good news What if they re not meeting expectations? Glass half empty people no news is bad news What if they re doing great but don t know it? Recognition and Feedback You get the behaviors you reinforce Good behaviors: reward Poor behaviors: punish 37

38 Recognition and Feedback You get the behaviors you reinforce Good behaviors: reward Poor behaviors: punish Let s talk about psychology * *Herzberg s Hygiene and Motivational Factors Recognition and Feedback You get the behaviors you reinforce Good behaviors: reward Poor behaviors: punish Let s talk about psychology * *Herzberg s Hygiene and Motivational Factors 38

39 Recognition and Feedback Things not to do Be vague Recognition and Feedback Things not to do Be vague Use the sandwich technique 39

40 Recognition and Feedback Things not to do Be vague Use the sandwich technique Give feedback with the wrong intent Recognition and Feedback Things not to do Be vague Use the sandwich technique Give feedback with the wrong intent Here s how to give feedback Ask permission/is this a good time? 40

41 Recognition and Feedback Things not to do Be vague Use the sandwich technique Give feedback with the wrong intent Here s how to give feedback Ask permission/is this a good time? When you [behavior] here s what happened [consequence] A Voice What do they need, what do they want, what do they think 41

42 A Voice What do they need, what do they want, what do they think Benefits All of us are smarter than some of us A Voice What do they need, what do they want, what do they think Benefits All of us are smarter than some of us Feedback for management team 42

43 A Voice What do they need, what do they want, what do they think Benefits All of us are smarter than some of us Feedback for management team Enables smoother change management A Voice Building and maintaining an environment of open communication 43

44 A Voice Building and maintaining an environment of open communication Make it safe A Voice Building and maintaining an environment of open communication Make it safe Solicit input 44

45 A Voice Building and maintaining an environment of open communication Make it safe Solicit input Invite differing views (and don t growl at the messenger) A Voice Building and maintaining an environment of open communication Make it safe Solicit input Invite differing views (and don t growl at the messenger) Actually listen Most people do not listen with the intent to understand; they listen with the intent to reply. -Stephen R. Covey 45

46 Teamwork & Camaraderie Working together to meet common goals And not hating each other on the way Teamwork & Camaraderie Working together to meet common goals And not hating each other on the way Teamwork Approach Set the expectation 46

47 Teamwork & Camaraderie Working together to meet common goals And not hating each other on the way Teamwork Approach Set the expectation Use teams to solve problems Teamwork & Camaraderie Working together to meet common goals And not hating each other on the way Teamwork Approach Set the expectation Use teams to solve problems Focus on open, honest, respectful communication 47

48 Teamwork & Camaraderie Working together to meet common goals And not hating each other on the way Teamwork Approach Set the expectation Use teams to solve problems Focus on open, honest, respectful communication Shared decision-making Teamwork & Camaraderie Working together to meet common goals And not hating each other on the way Teamwork Approach Set the expectation Use teams to solve problems Focus on open, honest, respectful communication Shared decision-making Reward teamwork (manager-staff and peer-peer) 48

49 Teamwork & Camaraderie Working together to meet common goals And not hating each other on the way Camaraderie Approach Teamwork & Camaraderie Working together to meet common goals And not hating each other on the way Camaraderie Ice breakers or get to know you s 49

50 Teamwork & Camaraderie Working together to meet common goals And not hating each other on the way Camaraderie Ice breakers or get to know you s Team members are valued for their unique qualities Teamwork & Camaraderie Working together to meet common goals And not hating each other on the way Camaraderie Approach Ice breakers or get to know you s Team members are valued for their unique qualities Community meals 50

51 Personal Growth Personal Growth Aligned (somewhat) with utilization of strengths Using strengths in new ways 51

52 Personal Growth Aligned (somewhat) with utilization of strengths Using strengths in new ways Learning and/or experiencing new things Personal Growth Aligned (somewhat) with utilization of strengths Using strengths in new ways Learning and/or experiencing new things Autonomy is an important component 52

53 Personal Growth Aligned (somewhat) with utilization of strengths Using strengths in new ways Learning and/or experiencing new things Autonomy is an important component As is empowerment Personal Growth Aligned (somewhat) with utilization of strengths Using strengths in new ways Learning and/or experiencing new things Autonomy is an important component As is empowerment Make your life easier - delegate 53

54 Employee Engagement Action Plan Employee Engagement Action Plan Start with management (i.e. self-reflection) 54

55 Employee Engagement Action Plan Start with management (i.e. self-reflection) Do you encourage input and suggestions? Do you actively listen? Do you provide context or ask probing questions? Do you provide rationale when ideas aren t used? Employee Engagement Action Plan Start with management (i.e. self-reflection) Do you encourage input and suggestions? Do you actively listen? Do you provide context or ask probing questions? Do you provide rationale when ideas aren t used? How autonomous is your staff? Do you check in, or micromanage? What s your mistake tolerance? 55

56 Employee Engagement Action Plan Start with management (i.e. self-reflection) How often do you give feedback? Is correcting feedback done from a place of the other person s success? Is positive feedback frequent and meaningful? Employee Engagement Action Plan Start with management (i.e. self-reflection) How often do you give feedback? Is correcting feedback done from a place of the other person s success? Is positive feedback frequent and meaningful? What s your visibility level? Are you approachable? Are you sure? 56

57 Employee Engagement Action Plan Critically evaluate your work unit What employee needs aren t being met? Employee Engagement Action Plan Critically evaluate your work unit What employee needs aren t being met? Select a few gap areas and focus on them Elements of trust Employee needs 57

58 Build Your Approach Build Your Approach Write down your vision and goals for the work unit 58

59 Build Your Approach Write down your vision and goals for the work unit Share them Build Your Approach Write down your vision and goals for the work unit Share them Manage and coach to the goals; constant feedback 59

60 Build Your Approach Write down your vision and goals for the work unit Share them Manage and coach to the goals; constant feedback Solicit input and shared decision-making (where appropriate) Build Your Approach Write down your vision and goals for the work unit Share them Manage and coach to the goals; constant feedback Solicit input and shared decision-making (where appropriate) Support growth and learning Communicate, communicate, communicate 60

61 Effective Employee Engagement Employee engagement takes effort to maintain Effective Employee Engagement Employee engagement takes effort to maintain but develops into a positive spiral of teamwork and success 61

62 Questions & Discussion 62