Fostering Employee Engagement for Organizational Performance

1. Fostering Employee Engagement for Organizational Performance Indiana Rural Health Association 2011 Annual Conference June 7, 2011

2. Circle the Word That Best DescribesYour Organization’s Employee Engagement Great Good Fair Poor

3. What Are The Most Critical Challenges Hospitals Face? • Access to capital • Primary care shortage • ACOs • Penalties for readmissions and nosocomial infections • Value-based purchasing • Transparency • Clinical accountability • Significant cuts in Medicare & Medicaid • RAC audits • Bundled payments for episodes of care • Looming provider tax • Public scrutiny of hospital business practices Employee Engagement

4. How Do I Get The Most Return On My Organization’s Largest Investment?

6. What’s At Stake? • Patient safety • Clinical quality outcomes • Customer satisfaction & loyalty • Employee productivity • Financial performance • Organizational performance

7. Caring for Patients is . . . • Central to a healing environment • A personal interaction between caregiver & patient • A gift given freely out of compassion & love • A life-changing experience that creates a lasting impact • What if your employees aren’t engaged?

8. What’s At Stake? • Better hand washing is one of the most effective ways to prevent 2 million hospital-acquired infections annually. • Research shows that caregivers follow proper hand washing only 40 percent of the time. • Unengaged employees are less likely to give their discretionary effort.

9. Management Managementis getting work done through others.

10. Leadership Leadership is the process of influencing others to achieve group or organizational goals. Receptivity to change starts with how it is being modeled by leadership.

11. Leading Leadingis inspiring and motivating workers to work hard to achieve organizational goals.

13. How Do I Tap Into The Discretionary Effort That Every Employee Has To Give?

14. Discretionary~ given according to the merits of an individual case, rather than being provided or awarded automatically. Effort~ energy or exertion. Mental or physical energy that is exerted in order to achieve a purpose. Encarta World English Dictionary

15. Fostering Employee Engagement For Organizational Performance Employee Engagement Organizational Performance

16. Employee Engagement Isn’t Sexy

17. Learning Objectives • Understand & appreciate employee engagement and its impact on hospital critical success factors. • Examine national hospital employee satisfaction results as published in the Press Ganey Pulse Report 2010. • Learn about the “Top 10” keys to employee engagement. • Learn how to assess employee engagement in your organization using an Organizational Assessment Tool.

18. Employee Engagement “Top 10” Believing is seeing “Good” is the enemy of Great Have a plan Create an environment for learning Treat employees like volunteers Connect employee work to mission Provide “Big Picture” communication Put the right people in the right places Accountability is mandatory Focus on leadership’s critical intangibles

19. What does it really mean for your employees to be Engaged? What does employee engagement look like in the workplace setting?

20. Engagement ~ act or condition of being activated. Encarta World English Dictionary

21. What does employee engagement look like in the workplace setting? • Teamwork • Innovation • Problem-solving • Service delivery • Culture of caring • Open communication • High productivity • High performance • Leadership • Clinical collaboration

22. Is seeing believing? ©2010 Magellan Management Group, LLC. All rights reserved.

23. Believing is seeing! ©2010 Magellan Management Group, LLC. All rights reserved.

24. 1. Believing is seeing.

25. Good employee morale & employee engagement is the enemy of great organizational performance. “Good is the enemy of great.”

26. 2. Good is the enemy of great.

27. If you don’t know where you are going, any path will get you there. Sioux Proverb

28. 3. Have a plan. A goal without a plan is simply a wish.

29. Developing Those Around You It takes a leader to know a leader, grow a leader, and show a leader. Recruiting and keeping good people is a leader’s most important task. Great leaders share themselves and what they have learned. Grow a leader – Grow an organization. To develop positive, successful people, look for the gold not the dirt. Leaders who mentor potential leaders multiply their effectiveness. Developing the Leaders Around You, John C. Maxwell, ©2010 Magellan Management Group, LLC. All rights reserved.

30. 4. Create an environment of learning.

31. You can buy a person’s hand, but you can’t buy his heart. His heart is where his enthusiasm, and his loyalty is. You can buy his back, but you can’t buy his brain. That’s where his creativity is, his ingenuity, his resourcefulness. Treat employees like volunteers. They volunteer their best part – their hearts and minds. “Always treat your employees exactly as you want them to treat your best customers .”

32. 5. Treat employees likes volunteers.

33. ©2010 Magellan Management Group, LLC. All rights reserved.

34. ©2010 Magellan Management Group, LLC. All rights reserved.

35. What have you accomplished or achieved – of major significance in your life – that didn’t take a significant effortfueled by your passion, desire, or purpose?

36. 6. Connect employee work to mission.

37. A Few Observations • Employees aren’t sitting on top looking down; therefore, they don’t see a panoramic view. • Conceptual skills are developed (ability to see the organization as a whole, understand how the different parts affect each other, and recognize how the company fits into or is affected by its environment). • Understanding fosters acceptance: acceptance fosters trust: trust fosters engagement.

38. Communication Can Be A Big Challenge . . . . . . and the ocean can be a big body of water. How does a leader communicate effectively?

39. Impact of Leadership Communication Survival-Oriented Possibility-Oriented • Complaints • Blaming • Criticism • Unsolved Problems • Trivial • Commitments • Responsibility • Appreciation • Intentions • Crucial Emotional Impact Emotional Impact • Annoyed • Dejected • Confused • Disgusted • Frustrated • Ignored • Tired • Anxious • Contempt • Fear • Anger • Doubt • Depressed • Guilty • Indifferent • Manipulated • Concerned • Sad • Enthusiastic • Gladness • Hopeful • Joyful • Relieved • Compassion • Delighted • Excited • Humorous • Prideful • Satisfied • Courageous • Inspired • Optimism • Grateful • Fascinated • Creative Use Emotional Intelligence

40. 7. Provide “Big Picture” communication.

41. Shelvin Mack 6’3” – 215 lbs Per Game Averages 16.0 points 3.5 assists 2.5 turnovers 4.5 rebounds 41% field goals 35% 3 point goals Matt Howard 6’8” – 230 lbs Per Game Averages 16.4 points 1.4 assists .61 blocks 7.7 rebounds 47% field goals 40% 3 point goals Go Bulldogs!

42. 8. Put the right people in the right places.

44. 9. Accountability is mandatory.

45. “Leadership is intangible, and therefore no weapon ever designed can replace it.” - General Omar Bradley

46. The Synergy Factor Leadership’s Deeper Dimensions by Tom Atchison

47. Critical Intangibles • Crucial • Extremely Important • Essential • Hard to describe or define • Unquantifiablequality or asset Source: Encarta World Dictionary ©2010 Magellan Management Group, LLC. All rights reserved.

48. As a Leader, How Do You . . . Critical Intangibles Motivating & Inspiring Interpersonal skills Follow-through Team player Accountable Work ethic Charisma Creative Caring Heart Identify them Recruit for them Evaluate for them Recognize & reward for them Cultivate them in your employees Promote based on them ©2010 Magellan Management Group, LLC. All rights reserved. www.mmgsi.com ©2010 Magellan Management Group, LLC

49. Hygiene factors relate to the environment in which you perform your job. These are not strong contributors to satisfaction but must be present to avoid dissatisfaction. Hygiene Factors Motivation Factors • Company Policy • Supervision • Relationship with boss • Work conditions • Salary • Relationship with peers • Job Security • Achievement • Recognition • Work itself • Responsibility • Advancement • Opportunities for • Personal Growth  Herzberg’s Two-Factor Theory Motivation factors relate to the nature of the work itself and the way you perform your job. These are strong contributors to job satisfaction and are necessary in order to be motivated to higher levels of performance. Overall Objective: Eliminate dissatisfiers and enhance satisfiers.

50. 10. Focus on leadership’s critical intangibles.