Employee Engagement:A Goal and a Strategy
April 16, 2008
Employee Engagement:A Goal and a Strategy
April 16, 2008
Habib Tannir, M.S.Dale Walker, CRA, R.T. (R), B.S.B.A
Spring 2008 Advanced ProgramOptimizing All Levels of the Enterprise
IntroductionsIntroductions
Self IntroductionsSelf Introductions
1. Habib Tannir
2. Dale Walker
1. Habib Tannir
2. Dale Walker
Learning ObjectivesLearning Objectives1. Understand the elements of an employee
engagement survey, their relevance and their significance
2. Connect employee engagement with organizational performance along the pillars of a balanced scorecard
3. Develop strategies specific to areas of strengths and weaknesses
4. Develop action plans based on survey results
1. Understand the elements of an employee engagement survey, their relevance and their significance
2. Connect employee engagement with organizational performance along the pillars of a balanced scorecard
3. Develop strategies specific to areas of strengths and weaknesses
4. Develop action plans based on survey results
Why Employee Engagement Matters
Why Employee Engagement Matters
• As a Goal– Loyalty– Commitment
• As a strategy– Better business
performance
• As a Goal– Loyalty– Commitment
• As a strategy– Better business
performance
• The Ownership Model– Always promoting– Complete alignment of
personal and business interests
• The Ownership Model– Always promoting– Complete alignment of
personal and business interests
Three TypesThree Types
These employees are loyal and psychologically committed to the organization. They are more productive and more likely to stay with their company for a least a year.
ActivelyEngaged
These employees may be productive, but they are not psychologically connected to their company. They are more likely to miss workdays and more likely to leave.
PassivelyEngaged
These employees are physically present but psychologically absent. They are unhappy with their work situation and insist on sharing this unhappiness with their colleagues.
ActivelyDisengaged
More on the Three TypesMore on the Three TypesActively Engaged Passively Engaged Actively Disengaged
Loyal WHUDFML Hostile
Psych. Committed Not connected Lights on no one home
Always productive More/less Productive Insist on sharing
Most careful No one told me Blame game
Glad tidings Rumor Mill Rumor Millers
Active leaders Followers Undermining
Employee EngagementEmployee Engagement
Survey ElementsRelevance and Significance
Survey ElementsRelevance and Significance
Basic NeedsBasic Needs
I know and understand your expectations of me. 1. Job description
A. General to department / hospital.1. Specific to position 2. Specific to position
B. Orientation1. General to department / hospital2. Specific to position. 3. Goal setting
I know and understand your expectations of me. 1. Job description
A. General to department / hospital.1. Specific to position 2. Specific to position
B. Orientation1. General to department / hospital2. Specific to position. 3. Goal setting
Basic NeedsBasic NeedsI have expectations of you
A. Compensation1. Money2. Benefits
B. Equipment and supplies1. Well maintained2. Available without a hassle
C. Safety1. My safety2. Patient safety
D. Work environment1. Environmental2. Space / furniture
I have expectations of youA. Compensation
1. Money2. Benefits
B. Equipment and supplies1. Well maintained2. Available without a hassle
C. Safety1. My safety2. Patient safety
D. Work environment1. Environmental2. Space / furniture
My ContributionsMy Contributions
1. Be the best that I can be at my job1. Be the best that I can be at my job2. I am noticed for what I do every week2. I am noticed for what I do every week3. I am cared about as a person at work3. I am cared about as a person at work4. I am encouraged to develop professionally 4. I am encouraged to develop professionally
Am I Part of the Team?Am I Part of the Team?1. My opinion is considered1. My opinion is considered
2. Why we are here lets me know what I do is important
2. Why we are here lets me know what I do is important
3. The people I work with always do their best work
3. The people I work with always do their best work
4. I have someone I trust at work
4. I have someone I trust at work
I Want to Climb the Ladder / More Opportunity
I Want to Climb the Ladder / More Opportunity
1. A leader talks with me about my progress at least twice a year
2. My organization affords me the opportunity to advance
1. A leader talks with me about my progress at least twice a year
2. My organization affords me the opportunity to advance
Employee Engagementand
Organizational Performance
Employee Engagementand
Organizational Performance
Connecting the DotsConnecting the Dots
The Balanced ScorecardThe Balanced Scorecard
What is a Balanced Scorecard?What is a Balanced Scorecard?
The Balanced ScorecardThe Balanced ScorecardThe Balanced Scorecard
•• The balanced scorecard, as defined by The balanced scorecard, as defined by The Balanced Scorecard Institute, The Balanced Scorecard Institute, ““is a is a strategic planning and management strategic planning and management systemsystem……to align business activities to to align business activities to the vision and strategy of the the vision and strategy of the organizationorganization…”…”. .
The Balanced ScorecardThe Balanced ScorecardThe Balanced Scorecard
•• WikipediaWikipedia notes that this document notes that this document measures measures ““whether the smallerwhether the smaller--scale scale operational activities of a company are operational activities of a company are aligned with its largeraligned with its larger--scale objectives in scale objectives in terms of vision and strategy.terms of vision and strategy.”” This This enables the execution of the plan. This enables the execution of the plan. This is how the dots are connected!is how the dots are connected!
Employee Engagement Effect on the Balanced Scorecard
Employee Engagement Effect on the Balanced Scorecard
1. Quality
2. People & our Workplace
3. Discovery & innovation
4. Knowledge & Information
5. Financial Strength
1. Quality
2. People & our Workplace
3. Discovery & innovation
4. Knowledge & Information
5. Financial Strength
QualityQualityQuality
•• 1. Actively engaged: How would this 1. Actively engaged: How would this employee impact quality?employee impact quality?
•• 2. Passively engaged: How would this 2. Passively engaged: How would this employee impact quality?employee impact quality?
•• 3. Actively disengaged: How would this 3. Actively disengaged: How would this employee impact quality? employee impact quality?
People & WorkplacePeople & WorkplacePeople & Workplace
•• We will embody a learning culture, We will embody a learning culture, working to continually improve, resulting working to continually improve, resulting in by 2012 an engagement score of in by 2012 an engagement score of 4.75 from 4.5 out of 5 among its diverse 4.75 from 4.5 out of 5 among its diverse group of talented, patient and familygroup of talented, patient and family--centered, and engaged professionals. centered, and engaged professionals.
People & WorkplacePeople & WorkplacePeople & Workplace
•• 1. Actively engaged: How would this 1. Actively engaged: How would this employee impact People & Workplace?employee impact People & Workplace?
•• 2. Passively engaged: How would this 2. Passively engaged: How would this employee impact People & Workplace?employee impact People & Workplace?
•• 3. Actively disengaged: How would this 3. Actively disengaged: How would this employee impact People & Workplace? employee impact People & Workplace?
FinancialFinancial• Cardinal Health applied the Service Chain
Model
• Employee Satisfaction X Customer Satisfaction = Value Creation
• An 11 % increase in employee satisfaction caused a 70% increase in customer satisfaction which meant a 62% increase in earnings
Improvement StrategiesImprovement Strategies
Leaders Accountability for Employee Engagement
Leaders Accountability for Employee Engagement
What are the expectations of me as a leader?
What are the expectations of me as a leader?
Leaders Accountability for Employee Engagement
Leaders Accountability for Employee Engagement
1. Survey participation rate, voluntary (?) but you may be held accountable
2. Follow up on plans
3. Timeliness
4. Score improvement is cumulative
5.5. SMART goalsSMART goals
6.6. Others?Others?
Areas of StrengthAreas of Strength
Why develop a strategy for an area you are already strong in?
Why develop a strategy for an area you are already strong in?
StrengthStrengthStrength
•• 1. You do not want to lose ground in an 1. You do not want to lose ground in an area of strength by ignoring it.area of strength by ignoring it.
•• 2. Staff (and you) need positive 2. Staff (and you) need positive encouragement, this is a good way to encouragement, this is a good way to give it.give it.
•• 3. Don3. Don’’t settle, see if you can do better.t settle, see if you can do better.
Areas of WeaknessAreas of Weakness
Why develop a strategy for an area you already know you are weak in?
Why develop a strategy for an area you already know you are weak in?
WeaknessWeaknessWeakness
•• 1. Hopefully obvious.1. Hopefully obvious.•• 2. Continue to do the same thing 2. Continue to do the same thing
expecting a different outcome?expecting a different outcome?•• 3. Teamwork requires a plan to be 3. Teamwork requires a plan to be
executedexecuted•• 4. Institution is measuring and 4. Institution is measuring and
monitoring thismonitoring this
Institutional StrategyInstitutional Strategy
Why develop a strategy for an area where it might not have a visible impact on your department?
Why develop a strategy for an area where it might not have a visible impact on your department?
InstitutionalInstitutionalInstitutional
•• 1. Important to institutional overall1. Important to institutional overall•• 2. 2. ““Building blocksBuilding blocks”” of experience. The of experience. The
sum of many small experiences leaves sum of many small experiences leaves an impression.an impression.
•• 3. Teamwork 3. Teamwork
Examples of TacticsExamples of Tactics
– Equipment, Space– Equipment, Space– Salary Surveys– Salary Surveys– Daily Huddles– Daily Huddles
• Expectations– JD, Goals
• Expectations– JD, Goals
– Pass the hat – Pass the hat – Awards– Awards
• Recognition– Celebrate success
• Recognition– Celebrate success
Examples of TacticsExamples of Tactics
• Praise– Thank you emails
• Praise– Thank you emails
• Care about the person– Mother’s day– Valentines day
• Care about the person– Mother’s day– Valentines day
• Encourage development– Combined seminars– Individual attendance of conferences– Leadership retreats/skills building
• Encourage development– Combined seminars– Individual attendance of conferences– Leadership retreats/skills building
Examples of TacticsExamples of Tactics
• Hear them out– Suggestion boxes
• Hear them out– Suggestion boxes
whywhy• Always Connect the dots
–• Always Connect the dots
–
– CLOSE THE LOOP– CLOSE THE LOOP– Staff meetings– Staff meetings– Town hall meetings– Town hall meetings
Examples of TacticsExamples of Tactics
• Build Trust– Let them vent
• Build Trust– Let them vent
Let’s Make Some Action Plans!Let’s Make Some Action Plans!
1. I know what is expected of me
2. I have the materials/equip I need to do my work right
3. I have the opportunity to do what I do best
4. In the last seven days, I received recognition/praise
5. My supervisor seems to care about me as a person
6. Someone at work encourages my development
7. My opinion seems to count8. The mission of my
organization makes me feel that my job is important
9. My fellow employees are committed to do quality work
10. I have a best friend at work11. In the last six months
someone has talked to me about my progress
12. This last year, I had opportunities to learn and grow
Gallup 12 questions (paraphrased)
Gallup 12 questions (paraphrased)
ConclusionConclusion
SUMMATIONSUMMATION
1. Understanding what you get from a survey
2. Connecting the dots of employee engagement and organizational performance
3. Planning & implementation
1. Understanding what you get from a survey
2. Connecting the dots of employee engagement and organizational performance
3. Planning & implementation
RecapRecapRecap
•• What do you get from an employee What do you get from an employee engagement survey?engagement survey?
•• 1. Snapshot in time of level of 1. Snapshot in time of level of engagement of staff.engagement of staff.
•• 2. Measurements of different areas so 2. Measurements of different areas so you can determine where to work on you can determine where to work on improvement.improvement.
RecapRecapRecap
•• Connect the dots of employee Connect the dots of employee engagement and organizational engagement and organizational performance.performance.
•• 1. Quality1. Quality2. Recruitment & retention2. Recruitment & retention
•• 3. Financial3. Financial•• 4. Others4. Others
Recap:Planning & Implementation
Recap:Recap:Planning & ImplementationPlanning & Implementation
•• Action PlansAction Plans•• SMART (specific, measurable, SMART (specific, measurable,
achievable, relevant, time bound)achievable, relevant, time bound)•• Staff involvement (it does not all revolve Staff involvement (it does not all revolve
around you)around you)•• Just get started. Do not let perfection Just get started. Do not let perfection
get in the way of implementing the goodget in the way of implementing the good
CREDITSCREDITS
• The Gallup Organization• Emory Healthcare Human Resources• Emory Radiology Staff
• The Gallup Organization• Emory Healthcare Human Resources• Emory Radiology Staff