R E S P E C T 2019 Employee Engagement Survey Results Introduction - - PowerPoint PPT Presentation

2019 Employee Engagement Survey Results

T R E S P E C

Introduction

➜ The Alameda Health System survey was administered from May 28 to July 5, 2019 ➜ 2,672 of the 5,203 invited employees completed the survey, resulting in a 51% response rate ➜ The RESPECT survey is based on 45 items:

• 35 items evaluate the seven dimensions of RESPECT
• They also provide an assessment of senior leaders and direct line managers
• In addition, five items each measure employees’ engagement with the organization and their

confidence in the organization’s performance

➜ All 45 items are asked on a 5-pt agreement scale (strongly disagree to strongly agree)

7 Dimensions of RESPECT

Truth

Frank, honest and transparent communication from managers and senior leaders

Recognition

A pat on the back - acknowledgment for a job well done - from managers and the organization at large

Exciting Work

A job that’s interesting, challenging and fun

Security

Confidence that solid work and a well-managed

• rganization lead

to job security

Pay

Fair compensation for a day’s work

Education and Career Growth

Opportunities to develop skills over the course of a productive career

Conditions

A well-equipped workplace that is physically comfortable and socially inviting

T R E S P E C

The RESPECT-Performance Paradigm

LEADERSHIP PRACTICES Indexes EMPLOYEE EXPERIENCE Dimensions/Index ORGANIZATIONAL CAPABILITY Indexes ORGANIZATIONAL PERFORMANCE Business Metrics

SENIOR MANAGEMENT

• Provides direction
• Communicates well
• Shows concern
• Views employees as

important to success DIRECT MANAGER

• Shows respect
• Provides recognition
• Offers useful feedback
• Supports employee growth
• Builds confidence

RESPECT

• Recognition
• Exciting Work
• Security
• Pay
• Education and

Career Growth

• Conditions at Work
• Truth

Seven dimensions +

• verall RESPECT index

EMPLOYEE ENGAGEMENT

• Proud of company
• Overall satisfaction
• Great place to work
• Committed to stay
• Discretionary effort

PERFORMANCE CONFIDENCE

• Innovative products
• Superior quality
• Satisfied customers
• Able competitor
• Outstanding future

Customer Satisfaction and Financial Performance

Evaluating Strengths and Opportunities

Strengths Opportunities for Improvement FAVORABLE UNFAVORABLE

70% or more and 20% or less 50% or less and 20% or more

Identifying Significant Differences

Group or Trend Comparisons

If number of respondents Look for differences in in smallest unit compared is… percent favorable of… 100 or more 5% or more 50 to 99 10% or more Less than 50 15% or more

Headlines

➜ The majority of employees like their work, believes it makes good use of their skills and abilities, and

provides them with a sense of accomplishment.

➜ Employees also report that their managers treat them with dignity and respect, that they feel part of a

team, and that their co-workers cooperate to get the job done.

➜ Many employees do not see senior management demonstrating that employees are important to the

• rganization’s success, nor believe that those who perform well have secure jobs. Likewise, many do

not believe senior management provides a clear picture of the future, nor communicates credibly.

➜ Similarly, many employees are skeptical regarding the quality of the organization’s products and

services and of its ability to compete well against others in the industry.

➜ Overall, results are significantly below Health Care industry norms on most dimensions/indexes,

including the important Employee Engagement and Performance Confidence indexes.

➜ Drivers of engagement and performance confidence are fundamentally related to senior management

demonstrating that employees are important, having confidence in the future, and open, honest, two- way communication within the organization.

Leadership Practices: Senior Management Index

The Senior Management Index (SMI) groups all of the RESPECT survey items pertaining to an

• rganization’s senior management

The RESPECT-Performance Paradigm % Fav Comparison to: SENIOR MANAGEMENT % Fav % Unfav Healthcare INDEX SCORE 37 32

• 18
• 15. Senior management demonstrates that

employees are important to the success of the

• rganization.

39 31

• 20
• 35. Senior management gives employees a

clear picture of the direction the organization is headed. 38 31

• 20
• 5. Senior management shows concern for the

wellbeing and morale of employees. 38 35

• 15
• 34. When my organization's senior

management says something, you can believe it's true. 35 30

• 16

Leadership Practices: Direct Manager Index

The Direct Manager Index (DMI) groups all of the RESPECT survey items pertaining to an employee’s direct manager

The RESPECT-Performance Paradigm % Fav Comparison to: DIRECT MANAGER % Fav % Unfav Healthcare INDEX SCORE 60 19

• 4
• 2. My manager treats me with dignity and

respect. 76 11

• 2
• 1. My manager provides me with recognition or

praise for doing good work. 65 18

• 7
• 11. My manager builds confidence in our

team's future success. 58 20

• 3
• 32. My manager gives me useful feedback on

how well I'm doing my job. 57 21

• 6
• 21. My manager has made a personal

investment in my growth and development. 45 27 =

Employee Experience: RESPECT

The RESPECT Summary Index includes the most central or typical item from each of the seven RESPECT dimensions; these seven items were identified based on statistical analyses

The RESPECT-Performance Paradigm % Fav Comparison to: RESPECT SUMMARY % Fav % Unfav Healthcare INDEX SCORE 55 21

• 8

My organization values my contribution. (R) 51 21

• 11

My work gives me a feeling of personal

• accomplishment. (E)

77 9 = I feel there is a promising future for me at my

• rganization. (S)

46 23

• 12

I am paid fairly for the work I do. (P) 53 25

• 6

My organization is helping me develop the skills that I will need in the future. (E) 45 23

• 9

I feel that I am part of a team. (C) 72 11

• 3

In my organization, there is open, honest two- way communication. (T) 37 33

• 18

Organizational Capability: Employee Engagement

Employee Engagement evaluates the extent to which employees are motivated to contribute to

• rganizational success and are

willing to apply discretionary effort

The RESPECT-Performance Paradigm % Fav Comparison to: EMPLOYEE ENGAGEMENT % Fav % Unfav Healthcare INDEX SCORE 55 16

• 9
• 37. I am proud to tell people I work for my
• rganization.

66 11

• 1
• 39. I intend to be working for my organization

for a long time. 60 11

• 4
• 36. Considering everything, I am satisfied with

my organization as a place to work. 59 16

• 9
• 38. I would recommend my organization as a

great place to work. 51 18

• 12
• 40. My organization motivates people to work

hard and put in extra effort when needed. 42 27

• 17

Organizational Capability: Performance Confidence

Performance Confidence measures employees’ confidence in the products, services, overall competitiveness and future of their

• rganization

The RESPECT-Performance Paradigm % Fav Comparison to: PERFORMANCE CONFIDENCE % Fav % Unfav Healthcare INDEX SCORE 39 23

• 30
• 41. Overall, customers are very satisfied with

the products and services they receive from my

• rganization.

47 16

• 26
• 45. I believe this organization has an
• utstanding future.

44 18

• 25
• 42. My organization provides higher quality

products and services than other similar

• rganizations.

36 27

• 30
• 43. My organization competes well against
• thers in its industry.

35 28

• 39
• 44. My organization's products and services

are consistently innovative. 33 28

• 32

The RESPECT-Performance Paradigm

LEADERSHIP PRACTICES EMPLOYEE EXPERIENCE ORGANIZATIONAL CAPABILITY

SENIOR MANAGER INDEX

37%

DIRECT MANAGER INDEX

60%

EMPLOYEE ENGAGEMENT INDEX

55%

PERFORMANCE CONFIDENCE INDEX

39%

RESPECT INDEX

55%

RESPECT

• Recognition
• Exciting Work
• Security
• Pay
• Education and

Career Growth

• Conditions at Work
• Truth

RECOGNITION 55% EXCITING WORK 74% SECURITY 45% PAY 46% EDUCATION & CAREER GROWTH 48% CONDITIONS 62% TRUTH 42%

RESPECT Dimensions

LEADERSHIP PRACTICES Indexes EMPLOYEE EXPERIENCE Dimensions/Index ORGANIZATIONAL CAPABILITY Indexes

SENIOR MANAGEMENT DIRECT MANAGER EMPLOYEE ENGAGEMENT PERFORMANCE CONFIDENCE

Customer Satisfaction and Financial Performance

ORGANIZATIONAL PERFORMANCE Business Metrics

Results Summary: Indexes and Dimensions

Absolute Rating (% favorable) COMPARISON TO RESPECT Benchmark Above Equal Below High

• Exciting Work

Mid-range

• Direct Manager Index
• Employee Engagement Index
• RESPECT Index
• Recognition
• Conditions

Low

• Performance Confidence Index
• Senior Management Index
• Security
• Pay
• Education and Career Growth
• Truth

Drivers of Employee Engagement

• 45. I believe this organization has an outstanding future. (44%)
• 13. I have confidence in the future of my organization. (46%)
• 12. I feel there is a promising future for me at my organization. (46%)
• 23. I can achieve my career goals at this company. (50%)
• 15. Senior management demonstrates that employees are important to the

success of the organization. (39%)

• 33. In my organization, there is open, honest two-way communication.

(37%)

• 44. My organization's products and services are consistently innovative.

(33%)

• 43. My organization competes well against others in its industry. (35%)
• 42. My organization provides higher quality products and services than
• ther similar organizations. (36%)
• 25. My organization is helping me develop the skills that I will need in

the future. (45%)

Drivers of Performance Confidence

• 38. I would recommend my organization as a great place to work.

(51%)

• 40. My organization motivates people to work hard and put in

extra effort when needed. (42%)

• 36. Considering everything, I am satisfied with my organization

as a place to work. (59%)

• 13. I have confidence in the future of my organization. (45%)
• 37. I am proud to tell people I work for my organization. (66%)

33.In my organization, there is open, honest two-way

• communication. (37%)
• 35. Senior management gives employees a clear picture of the

direction the organization is headed. (37%)

• 15. Senior management demonstrates that employees are

important to the success of the organization. (38%)

• 34. When my organization's senior management says something,

you can believe it's true. (35%)

• 29. Safety is a priority in my organization. (61%)

Common Drivers of Organizational Capabilities

• 13. I have confidence in the future of my organization.

(44%)

• 33. In my organization, there is open, honest two-way
• communication. (37%)
• 15. Senior management demonstrates that employees

are important to the success of the organization. (39%)

Highest Levels of Favorable Results

% FAVORABLE DIMENSION / INDEX

I like the kind of work I do. 89% Exciting Work My work gives me a feeling of personal accomplishment. 77% Exciting Work My job makes good use of my skills and abilities. 77% Exciting Work My manager treats me with dignity and respect. 76% Recognition I feel that I am part of a team. 72% Conditions The people I work with cooperate to get the job done. 69% Conditions I get excited about my work. 68% Exciting Work I am proud to tell people I work for my organization. 66% Employee Engagement My manager provides me with recognition or praise for doing good work. 65% Recognition My organization offers employees a competitive benefits package. 63% Pay

Highest Levels of Unfavorable Results

% UNFAVORABLE DIMENSION / INDEX

My pay is directly related to how well I perform. 47% Pay Sr mgmt shows concern for the wellbeing and morale of employees. 35% Recognition In my organization, there is open, honest two-way communication. 33% Truth Sr mgmt demonstrates that employees are important to org success. 31% Security Sr mgmt gives employees a clear picture of the org’s direction. 31% Truth When my org’s senior mgmt says something, you can believe it's true. 30% Truth My organization recognizes productive people. 28% Recognition My organization's products and services are consistently innovative. 28% Performance Confidence At my organization, those who perform well have secure jobs. 28% Security Sufficient effort is made to get the opinions of those who work here. 28% Truth

Provider Items

PROVIDER ITEMS

% Fav. % Unfav. DIMENSION SCORE 54 26

I am satisfied with the level of collegiality among physicians at this hospital. 83 9 This hospital makes every effort to deliver safe, error-free care to patients. 59 24 I would stay with this hospital if offered a similar position elsewhere.. 54 21 Hospital administration is responsive to feedback from physicians. 22 49

Supplemental Items

SUPPLEMENTAL ITEMS

% Fav. % Unfav. DIMENSION SCORE 68 10

I understand the impact my role has on Patient Care. 85 3 I understand Clinical Standardization. 67 10 I understand the direction AHS is headed. 53 17

Seven-Step Organization Development Model

Monitor Progress Understand Results Establish Priorities Communicate Results and Priorities Clarify Priorities Generate Recommendations Develop and Implement Action Plans

7 1 2 3 4 5 6

ACTION PLANNING SURVEY FEEDBACK

STEP STEP STEP STEP STEP STEP STEP

Next Steps

➜Communication to all employees regarding results and next steps ➜Managers receive results and training on how to access data and

develop an action plan

➜The expectation is to address one or two items at the local

departmental level

➜Action planning at the System level related to open two way

communication and trust has already begun and is being led by Delvecchio in partnership with the PACE team

➜The STAR team is working on Leadership Daily Management

Implementation including model units and communication boards