Fremont Area Medical Center

2006 @Work Survey Results for

Acute Care Hospital

2

Agenda

• Why Survey?

• The @Work Research and Model

• Results for Acute Care Hospital

• Recommendations and Next Steps

3

Why Survey?

Key Talent

•Increased Productivity

•Increased Patient Satisfaction•Decreased

Turnover

ImprovedPerformance

4

The @Work Research Model

5

Questionnaire

• 10 items that form the WCI

• 2 general questions

• 56 items measuring the Performance Pyramid

• 4 items measuring interest in potential new benefits

• 1 open-ended question

• Demographic variables – Department, Shift, Age, Employment Status, Tenure, and Position

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Questionnaire

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Respondent Profile

• Survey: September 2006• Population: 745

• Respondents: 601• Response rate: 81%

• This yields a 95% confidence level of +/-.04• Results are very representative of the overall

ideas and concerns of all ACH employees

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Workforce Commitment Index

97.6

93.2

91.0

99.4Healthcare National Norm 2006

Healthcare National Norm 2003

Acute Care Hospital 2006

Acute Care Hospital 2003

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Workforce Commitment Items

4.414.27

3.503.33

4.324.17

4.63

4.48

3.623.44

4.36

4.19

4.12

3.93

3.983.87

4.063.97

4.074.03

1 2 3 4 5

I share the same values as FAMC

I trust the leadership of FAMC

I feel responsible to help my supervisor besuccessful

I feel responsible to help FAMC be successful

I would stay with FAMC even if offered a similar jobwith slightly higher pay

I intend to stay with FAMC for the next several years

I would recommend FAMC as one of the best placesto work in my community

I would recommend FAMC's services as the bestthat a Customer could experience

The people I work with make personal sacrificeswhen required to help our work group succeed

The people I work with make personal efforts toimprove their skills so that they can make a better

ACH 2006

ACH 2003

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WCI By ACH Position

88.8

90.0

90.2

90.3

97.4

97.9

105.4

105.7

97.6

93.2

91.0

99.4Healthcare National Norm 2006

Healthcare National Norm 2003

ACH 2006

ACH 2003

Technical

Management

Other Professional

Support/Clerical

Service

Allied Health

Nurse Assistive

Nursing

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General Questions

1%

4% 12% 54% 29%Acute Care Hospital 2006

Our patients are satisfied with the services they receive

Disagree Somewhat Disagree Neither Agree nor Disagree Somewhat Agree Agree

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Evaluating the Work Environment

• Performance Charts based on Expectations and Importance Ratings

• Commitment Driver Statistical Analysis

• Comparison to National Benchmarks

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Performance Charts

Performance Chart

Below Meets Expectations Above

Higher Importance

Items listed in this section are both

below expectations and of high

importance to respondents

IMPROVEMENT OPPORTUNITIES

Items listed in this section both meet expectations and are of high importance to

respondents

SUCCESS AREAS

Items listed in this section are both above

expectations and of high importance to

respondents

STRENGTHS

Less Importance

Items listed in this section are both

below expectations and less important to

respondents

Items listed in this section both meet expectations and

are less important to respondents

Items listed in this section are both above expectations and less

important to respondents

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Strengths

• FAMC's ability to minimize medical errors and maximize patient safety (SS)

• FAMC’s ability to deliver quality patient care (GRW)• FAMC's efforts to create a safe and secure work

environment for employees (SS)• FAMC's creation of a job environment free from

fear, intimidation, or harassment (SS)• Willingness of co-workers to help one another

during times of heavy workload (WLH)• The satisfaction you receive from the work you do

every day (GRW)• The encouragement and support you receive to

report safety concerns (SS)

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Improvement Opportunities

• The adequacy of staff to handle the workload at FAMC (GRW)

• The link between your job performance and your compensation (REW)

• The openness & honesty that exists between Administration and employees (AFF)

• Your pay's fairness compared to others in similar jobs within FAMC (REW)

• FAMC's demonstration of the importance of retaining employees (AFF)

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Driver Analysis• The openness and honesty that exists between the Executive

Management Team and employees (AFF)• FAMC providing job security for people like you (SS)• Your supervisor supporting your needs as a person and not just

as a worker (WLH)• FAMC’s ability to deliver quality patient care (GRW)• FAMC's efforts to build a sense of spirit and pride (AFF)• The adequacy of staff to handle the workload at FAMC as

compared to similar organizations (GRW)• Willingness of coworkers to help one another during times of

heavy workload (WLH)• FAMC's ability to minimize medical errors and maximize

patient safety (SS)• The way new employees are welcomed and treated when they

begin working (AFF)• The direction FAMC is heading (GRW)• FAMC's recognition of the importance of your personal and

family life (WLH)

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National Comparisons

Workplace PracticeHealthcare

@Work (% meeting or

exceeding expectations)

ACH @Work (% meeting or

exceeding expectations)

Difference HC vs. ACH

Performance appraisal providing an accurate summary of your performance 73.1% 82.3% 9.2%

The opportunities for personal growth provided by doing your job 72.4% 80.2% 7.8%

FAMC's efforts to create a safe and secure work environment for employees 85.8% 92.5% 6.7%

The satisfaction you receive from the work you do every day 85.9% 90.6% 4.7%

FAMC's creation of a job environment free from fear, intimidation, or harassment 77.2% 81.7% 4.6%

FAMC's efforts to build a sense of spirit and pride 80.5% 84.4% 3.9%

Your coworkers supporting your needs as a person and not just as a worker 82.8% 86.0% 3.2%

The link between your job performance and your compensation 61.6% 64.4% 2.9%

FAMC's recognition of the importance of your personal and family life* 75.9% 78.7% 2.7%

Your pay's competitiveness with others in similar jobs at different organizations 60.8% 62.9% 2.1%

The amount of authority your supervisor has to resolve issues* 72.5% 74.5% 2.0%

FAMC's ability to minimize medical errors and maximize patient safety* 89.2% 89.5% 0.3%

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National Comparisons (cont.)

Workplace PracticeHealthcare

@Work (% meeting or

exceeding expectations)

ACH @Work (% meeting or

exceeding expectations)

Difference HC vs. ACH

FAMC’s ability to deliver quality patient care 91.7% 89.2% -2.6%

Willingness of coworkers to help one another during times of heavy workload 86.9% 83.7% -3.2%

The communications you receive about your benefits 83.7% 80.2% -3.5%

FAMC providing job security for people like you* 83.6% 79.6% -4.0%

Your opinion being heard by all levels of organization management 59.6% 54.4% -5.2%

The direction FAMC is heading 84.2% 77.9% -6.3%

Your benefits package covering the needs of you and your family 80.9% 71.0% -9.9%

Efforts made by physicians to cultivate an environment of mutual respect 62.0% 50.6% -11.4%

FAMC's demonstration of the importance of retaining employees 67.5% 55.0% -12.4%

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Using the Results

1. Identify key issues – for the organization2. Brainstorm solutions and identify champions3. Develop timeline/target date4. Communicate results/action plans to employees5. Direct Divisions/Departments to identify key

local issues and brainstorm solutions6. Implement solutions – macro and micro level7. On target date, communicate status8. Evaluate process9. If necessary, set new timeline10. Identify new issues and begin again