Thomas Tonkin, Ph.D.and
Lynn Howe RN. MS. CEN, CCRN
Driving Engagement: The Link between Staff Buy-in and Quality
Care
Thank You to All of Our Attendees!
Dr. Tom Tonkin Principal, Change Management and Transformation Thought Leadership & Advisory Services Dr. Tonkin is an executive in Professional Services and Software Sales arena and has over 25 years of business and technology experience.. Dr. Tonkin is also a speaker at leadership and business conferences where he also presents throughout the year.
Today’s Speakers
Lynn Howe RN. MS. CEN, CCRNRegional Sales Manager for Cornerstone Lynn has over 27 year of clinical experience ranging from Emergency Department Staff Nurse to Director of Clinical Education. She is board certified nurse for both Emergency and Critical Care.
What is Engagement anyway?
Employee engagement is a property of the relationship between an organization and its employees. An "engaged employee" is defined as one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the organization's reputation and interests1.
Employee engagement is a workplace approach resulting in the right conditions for all members of an organisation to give of their best each day, committed to their organisation’s goals and values, motivated to contribute to organisational success, with an enhanced sense of their own well-being3.
Disengagement is a problem. A 2014 Gallup poll revealed only 31% of employees in the United States reported that they were engaged by their jobs in 2014. A full 51% were still “not engaged” and 17.5% were “actively disengaged.”Disengagement refers to a lack of enthusiasm and commitment to work or a workplace2.
Intra-role behaviors that benefits the individual
Example:Being Punctual
Compliance
Extra-role behaviors that benefits the organization
Example:Helping others finish their work
Altruism
Engagement = Organizational Citizenship Behavior (OCB)4
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• Conscientiousness - Conscientiousness refers to impersonal behavior that benefits the organization as a whole.
• Sportsmanship - Sportsmanship is an employee’s willingness to deal with poor situations without complaining.
• Courtesy - Courtesy is demonstrated by preventing organization problems through communication and general consideration for others.
• Civic Virtue - Civic virtue is participating in the life and culture of the organization; this is not considered behavior that is targeted at individuals, rather, this behavior targets the organization.
• Helping behavior - Helping behavior includes altruism, peacekeeping, and cheerleading.
Revised View of OCBs5
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Compliant Tasks• Task that are part of the job description.• These emanate with a motivation of “what I have to
do”
Altruistic Tasks• Tasks that are beyond the job description.• These emanate with a motivation of “what I want to
do”
OCBs as Tasks4
So, I can we motivate Altruistic Behaviors?
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What happens before Altruistic behaviors?6
Altruistic Behaviors
Job Satisfaction
Perceived Fairness
Person-Org Fit
Leader’s Relationship
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• Need for Achievement (Learning and Development growth path)
• Leader Consideration (Good boss that listens)• Motivation (Want to do)
Elements of Positive Job Satisfaction (Top 3)7
Job Satisfaction
Learning and Development Growth
Leader Consideration
Motivation
Lynn Howe, Regional Sales ManagerEngagement Outcome
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Lynn has over 27 year of clinical experience ranging from Emergency Department Staff Nurse to Director of Clinical Education. She is board certified nurse for both Emergency and Critical Care.
As an industry recognized expert Lynn offers healthcare organizations specific solution to advance both business and clinical outcomes by enhancing employee engagement, competency assessment and employee development strategies. In addition Lynn holds inept understanding of Joint Commission and Magnet standards
Lynn holds an Associates Degree in Nursing from Beth Israel Medical Center, BSN from Alfred University and a MS. in Human Resource Management and Labor Relations from New York institute of Technology
Lynn is now a Regional Sales Manager for Cornerstone.
Lynn Howe RN. MS. CEN, CCRN
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Medical Errors Now Third Leading Cause of Death in the U.S.
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The Mary Lanning HealthCare Story
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• IOM to Err is Human• IOM Crossing the Quality Chasm• IOM Future of Nursing• AHRQ• Joint Commission• QSEN• Affordable Care Act
The Interrelationship
Reimbursement
Engagement
Retention + Recruitment
Safety Satisfaction
Quality Outcomes
Competency
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• Did:• Education and training make a difference?• Employees incorporate the knowledge into daily practice?• Staff competency levels increase?• Training increase employee engagement?• Result in the outcomes we wanted?• Return on our investment?
Ask – So What?
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• One person made a mistake does not mean everyone needs additional training • Education is a reward not a punishment• Competencies must be relevant to the staff
Changing Old Patterns
66% of L&D professionals are having trouble getting today’s employees to engage in L&D offerings
only 37% of companies believe their L&D programs are effective
less than 50% of workers report having completed a course in the last 12 months
Source: Global Human Capital Trends 2016
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• Competency is not achieved by:• Taking a test• Passing a course • Completing a checklist
• Application not the acquisition of knowledge• Technical and behavioral competencies
Engaging Competency Assessment
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Require a sequence of steps followed in a specific order.
ChecklistApplication of knowledge in daily practiceBehavioral Competencies
• Demonstrates intuitive grasp of the clinical situation• Anticipates and observes for significant clinical cues
indicating potential and actual deterioration in condition
• Intuitively initiates appropriate course of action deemed appropriate for the situation
• Request changes in physicians orders due to change in clinical condition
• Measure the effectiveness of clinical interventions based on patient outcomes
• Proactively asks out peer sand experts for assistance when need, including the rapid response team
Clinical Problem Recognition
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Checklist• Generic, service line and unit specific • Reused year after year
Competency AssessmentInitial CompetencySafety Validation
• Nurse Sensitive Indicators• Core Measures• Evidence-Based Practice• Informatics• Healthy Work
Environment• Communication• Clinical Problem
Recognition• Safety• Patient Experience
Behavioral Readiness Assessment
Checklist• New Low Volume High Risk equipment &
procedures
Behavioral Assessment• Competencies change every year• Standardize competency selection process
• What’s new• What’s changed• What’s high risk• What’s problematic
Annual Competency Organizational Change
• Critical Thinking• Self Reflection• Prioritization• Clinical Multitasking• Compassion• Delegation• Collaboration• Teamwork• Ownership
Accountability
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• Enforces zero tolerance policy to address and eliminate abuse and disrespectful behavior in the workplace
• Verbalizes commitment to accept personal responsibility for establishing and maintaining health interpersonal relationships based on equality and respect regardless of job titles or levels of educational preparation
• Refuses to participate in a blame and shame culture of horizontal violence toward co-workers
2017 Focus on Safety and Engagement CompetencyEngagement
• Confidently and accurately anticipates potential changes in patients condition
• Recognizes signs of early clinical deterioration• Proactively asks out peer and experts for
assistance when need, including the rapid response team
• Anticipates and requests changes in physician order due to changes in patients condition
Critical Thinking
• Adheres to organizational safety policies and procedures and lends support organizations effort to develop a culture of safety and quality patient care
• Articulates department outcome data metrics reflect units success to provide high quality care
• Utilize technology to keep the patient safe from harm
• Comprehends errors and near misses to potentially prevent future errors
• Encourages others to participate in organizational safety survey to improve patient safety at the unit level
Safety
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Recommended Reading
Questions or Comments?
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Thank You!
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References1. Employee engagement. (n.d.). Retrieved October 12, 2016, from https://en.wikipedia.org/wiki/Employee_engagement 2. @. (n.d.). What is Employee Engagement - Engage for Success. Retrieved October 14, 2016, from
http://engageforsuccess.org/what-is-employee-engagement3. Schaefer, L. (2015, May 12). Signs of Employee Disengagement and What To Do About It. Retrieved
September 14, 2016, from http://www.skilledup.com/insights/signs-employee-disengagement4. Smith, C. A., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and
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Lexington: Lexington Books.6. Newland, Sarah J., "Organizational Citizenship Behavior- Individual or Organizational Citizenship
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7. Baker WK. Antecedents and consequences of job satisfaction: Testing a comprehensive model using integrated methodology. Journal of Applied Business Research 2004;20(3):31
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