How are Senior Leaders Using Employee Engagement and Talent Strategies to
Drive Success?Panel Discussion
Becker’s Healthcare
June 29, 2016
Agenda
• Introductions
• The employee engagement challenge
• Talent strategies, generally
• A success story – engagement and the patient experience
• Research – the role of communication skills and staff confidence
• Discussion
Introduction
• Today’s challenges• The move to value-based payment methodologies• Transparency • Increasing merger activity, including integrated models combining
providers and payers• Technology and innovation• Supply of physicians and nurses and competition for the best staff • Growing “consumerism” and emphasis on the patient experience• Reducing costs while improving outcomes
• Thinking differently about talent – how do talent strategies impact organizational goals?
• What can we learn from the panel’s experiences and research?
Donna Katen-Bahensky
• DKB Consulting• Former President and CEO, University of Wisconsin Hospital
and Clinics• Former President and CEO, University of Iowa Hospital and
Clinics• Former member of the Board of Trustees for the American
Hospital Association• Faculty Member for the Institute for Healthcare Excellence• Advisor for Select International, and several Healthcare
Technology companies, including Avia and InveniasPartners
What is Employee Engagement?
The Business Dictionary defines employee engagement as:
“The emotional connection an employee feels toward his or her employment organization, which tends to influence his or her behaviors and level of effort in work related activities. The more engagement an employee has with his or her company, the more effort they put forth.”
Current State of Employee Engagement
In the 2014 Gallup study of Employee Engagement:
• 52% of full-time workers in the country are not involved in or enthusiastic about their work
• 40% are passively or actively disengaged
Current State of Employee Engagement (con’t)
• Hospital CEO Turnover - 18% in 2015 (2nd highest since 2000)
• More than half of nurses are 50 yrs old - 62% over 54 are considering retirement
• 44% of Nurse Educators are contemplating retirement
• In 2013, 43% of active physicians were 55 or older
Unless we do something about overworked, stressed and burned out health care professionals we will not be able to handle increased clinical volume
Impact of Employee Engagement
Disengaged Employees
Increased:
• Absenteeism
• Errors
• Turnover
Decreased:
• Productivity
• Profits
• Customer Satisfaction
Engaged Employees
• Energized
• Committed to working hard to ensure success
• Actively engaged in using their skills, experience and creativity
• Willing and able to identify and solve problems
• Action-oriented and capable of taking intelligent risks
Amy Richman of WFD Consulting. 10 year Cross-Industry Study into Employee Engagement. 2006
Why do We Care?
Engaged Employees:
• Drive the Patient Experience
• Positively Impact the Quality of Patient Care
• Make Fewer Errors
• Increase the Safety of the Environment
• Make Better Team Leaders and Players
• Increase an Organization’s Financial Performance
• Are Generally Healthier and Happier People!
Mark Sevco
• President, UPMC East and UPMC McKeesport
• UPMC International Services• Co-Chair of UPMC Employee
Engagement Committee• Co-Director of UPMC administrative
fellow program• Previously VP of Operations of the 1,315
bed UPMC Presbyterian Shadyside
The UPMC East Project
• Building the Hospital of the Future
• Developing a Culture with Values
• Talent Strategies to Hire the Right Employees
• Employee Engagement Drives the Patient Experience
14
You can design and create, and build the most wonderful place in the world.
But it takes people to make the dream a reality.
~Walt Disney
UPMC East Culture
Effective Systems & Processes
Satisfied (Loyal) Employees
© InSight3 & echo strategies 1999-2000 - All Rights Reserved
UPMC: Our Values1. Quality & Safety2. Dignity & Respect3. Caring & Listening4. Responsibility & Integrity5. Excellence & Innovation
Satisfied (Loyal) Patients
Financial Viability and$ustained Competitive Advantage
Our Talent System
• Define a behavioral competency model aligned with our vision
• Senior team behavioral assessments for development
• A selection system targeting behaviors, including:• Select Interviewing
• Pre-employment behavioral assessments
• Hiring managers take an active role in building their teams
Patient Satisfaction Training for all Staff and Physicians: Lunch & Learn Series
Examples:
• Telephone Etiquette
• Creating Positive First Impressions
• Customer Service 101 – Back to Basics
• Competencies of Dignity & Respect
• Conflict Resolution
• Dealing with Difficult Customers
• Disabilities Awareness
• Engagement Training
• Team Building
• Time & Stress Management
• Diversity Training
• Generations Working Together
Leaders were also available to help
individual departments with
customized training to meet specific needs
and challenges.
What Is Patient Satisfaction?
• It is not:• Making patients happy
• No patient is happy to come to a hospital
• We are not Disney World
• It is:• Listening and responding to our patients’ needs
• Easing their fears, their anxiety, and their stress
• Treating the person, not just the symptoms
• Showing compassion in everything we do
• Establishing trust
Employee EngagementDrives Patient Experience
72
62 61
71 70 7074
27
20 21
34
28
40
30
0
10
20
30
40
50
60
70
80
90
100
Nurse Responsiveness Physician Pain Medication Discharge Rate
Ave
rage
Nat
ion
al P
erce
nta
ge R
ank
National Percentile Rank Based on Employee Engagement Scores
Top 20% of Employee Engagement Bottom 20% of Employee Engagement
Based on Engagement data from 52 projects, year 2013.
HCAHPS data from Jan-Dec 2013 Hospital Compare Dataset.
The UPMC Experience Framework
UPMC Experience Steering Committee
Co Chairs:
Marybeth Jenkins
Mark Sevco
Tami Minnier and
James Taylor
Employee Experience Committee
Marybeth Jenkins and
Mark Sevco
Community Experience Committee
James Taylor
Member Experience Committee
Marybeth Jenkins
Patient Experience Committee (PEAs)
Tami Minnier
Employee Experience Teams at every UPMC Business UnitPlatform for Successful Implementation
22
Chairs: Mark Sevco and Marybeth Jenkins
EastHealthPlan,
PSD, etc.PassavantPUH/SHYMercy
Employee Experience Committee** Culture is local **
Associate Recognition
(Lisa)
Inclusion (Liz)
CommunityOutreach
(Laura)
Wellness(Tracey)
My Voice(Keith)
AssociateEngagement(Liz/Tracey)
Confidence Driven By Clear Communication with Managers
Confidence Driven By Clear Communication with
Caregivers
A Similar Tone Across the Landscape
CG-CAHPS
ED-CAHPS
HCAHPS
HH-CAHPS
Doctor listened carefully to you
Doctor showed respect for what you had to say
Doctor gave easy to understand
instructions regarding health
problems/concerns
Nurses listened carefully to
patients
Staff doing everything they
could to help with pain
Courtesy and respect of nurses
Home Health providers listened
carefully to you
HH providers informed and up-to-date about all
home care/treatment
HH providers explained things in
a way that was easy to understand
Doctors spent enough time with
you
Doctors listened carefully to you
Doctors/nurses did everything they
could to help you with pain
P P P
P
P PP
P P
Change the Conversation
How do we allow the voices of the healthcare community to drive workforce development?
How do we sustain cultural/talent initiatives when so many day-to-day operational issues consume our time and energy?
How do we engage staff in their own development?
How do we encourage and support leadership development?
Thank You!
To learn more, please visit us atwww.selectinternational.com/healthcare
Bryan Warren: [email protected]