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UCSD Health System Employee Opinion Survey Overview

UCSD Health System Employee Opinion Survey Overview. Today’s Agenda. Introduction Understanding Survey Results Organizational Results Commitment Comparisons to Normative Data Work Unit Results Tier Designations Action Planning Readiness Recommendations Tools, Resources, and Roll-out.

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UCSD Health System Employee Opinion Survey Overview

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  1. UCSD Health System Employee Opinion Survey Overview

  2. Today’s Agenda • Introduction • Understanding Survey Results • Organizational Results • Commitment • Comparisons to Normative Data • Work Unit Results • Tier Designations • Action Planning Readiness • Recommendations • Tools, Resources, and Roll-out

  3. Survey Administration 5,936 Employees Invited 4,342 Employees Responded 73% Participation Rate 2012 Administration Period: June – July 2012 2012 Administration Mode: Online Survey Historical Response Rate Trend

  4. Survey Components 3 Open-ended Items 65 Closed-ended Items 4 Demographic Questions PERFORMANCE SCALE Strongly Disagree Disagree Neutral Agree Strongly Agree 1 2 3 4 5 % Unfavorable % Favorable

  5. Foundation for Understanding Results

  6. Benefits of Higher Workforce Commitment • Morehead defines Workforce Commitment as… • Engaged and willing to exert additional effort • Demonstrating energy and enthusiasm for their work • Loyalty to the organization – greater likelihood to stay employed • Pride in the organization and willingness to recommend the organization as a place to work and to receive care • Greater overall satisfaction • The Benefits are… • More satisfied patients • Improved productivity • Increased cultural commitment • Higher quality outcomes • Stronger financial performance • More positive image in the community

  7. Morehead’s Model of Workforce Commitment™ Workforce Commitment Organization Domain Manager Domain High Performance Organization EmployeeDomain

  8. Measuring Workforce Commitment • I am proud to tell people I work for UCSD Health System. • I would recommend UCSD Health System to friends or family members who need care. • I would like to be working at UCSD Health System three years from now. • I would stay with UCSD Health System if offered a similar job elsewhere for slightly higher pay. • I would recommend UCSD Health System as a good place to work. • Overall, I am a satisfied employee.

  9. Organizational Results

  10. Summary of Results

  11. Organizational Workforce Commitment • Note – In this presentation GREEN/RED notes a statistically significant difference. • National Healthcare Average +/- .04 • National University HealthSystem Consortium Average +/- .04 • UCSDHS 2010 +/- .06

  12. Measuring Workforce Commitment

  13. Employee Engagement/Commitment Scores Note – National Healthcare Average based on Morehead’s 6 commitment items.

  14. Domains and Themes

  15. Domain Scores

  16. Themes

  17. Key Driver Analysis

  18. Key Drivers of Workforce Commitment Workforce Commitment/Engagement Survey Items • Determines the impact of individual survey items (topics) on an outcome of interest (e.g., Workforce Commitment) • Illuminates the items that significantly impact or “drive” Workforce Commitment Based on multiple regression techniques

  19. Key Driver Analysis * Denotes item on your 2010 survey

  20. Comparisons to Normative Data

  21. Highest Performing Items = Key Driver KD KD KD KD

  22. Lowest Performing Items = Key Driver KD KD

  23. Most Improved Items = Key Driver KD KD

  24. Items with Greatest Decline = Key Driver KD KD

  25. Comment Analysis

  26. Open-ended Item Responses What do you like most about working for UCSD Health System? The People Pay and Benefits Percent of comments by theme Pride in and reputation of UCSD Opportunities for learning and career advancement My job Employee Feedback Rate: # Responded=2,950 and % Responded=68%

  27. Open-ended Item Responses What changes or improvements would you like to see in your work unit in the next one to two years? Address staffing issues Update facility, equipment, technology Percent of comments by theme Improve pay and benefits Promote leadership development Review policies and processes Employee Feedback Rate: # Responded=2,799 and % Responded=64%

  28. Open-ended Item Responses Please provide one suggestion on how to make UCSD Health System a better provider of service to our customers/clients. Update facility, equipment, technology Address staffing issues Percent of comments by theme Review policies and processes Focus on quality customer care and patient service Encourage teamwork and promote positive attitudes Employee Feedback Rate: # Responded=2,377 and % Responded=55%

  29. Work Unit Results

  30. Morehead’s Model of Workforce Commitment™ Workforce Commitment Organization Domain Tier Score Manager Domain High Performance Organization EmployeeDomain

  31. Morehead’s Tier Report • Based on 15 Power Items within the survey • Power Items are used consistently across Morehead clients • Power Items include cross-section of questions from Organizational, Manager, and Employee domains • A measurement of the overall Work Unit, not just the Manager

  32. Morehead’s Tier Report Typical Expectations High Survey Scores: minimal action planning activities Maintain Tier 1 status, assist Managers of Tier 3 and Tier 2 work units with action planning best practices Achieve Tier 1 status through action plan development/ implementation Average Survey Scores: action planning activities typically required Achieve Tier 2 status through action plan development/ implementation and support by senior leadership and HR/OD Low Survey Scores: significant action planning activities

  33. Morehead’s Tier Report Historical Tier Movement 46 WU 71 WU 100 WU 94 WU 55 WU 53 WU Tier 1 = Power Items Score™ ≥ 4.15 Tier 2 = Power Items Score™ ≥ 3.80 and < 4.15 Tier 3 = Power Items Score™ < 3.80

  34. Morehead’s Model of Workforce Commitment™ Workforce Commitment Organization Domain Manager Domain Action Planning Readiness (APR) High Performance Organization EmployeeDomain

  35. Morehead’s Action Planning Readiness Score™ Work unit/group is well prepared to engage in action planning initiatives led by the work unit/group manager/supervisor Work unit/group is somewhat prepared to engage in action planning initiatives led by the work unit/group manager/supervisor Work unit/group is less prepared to engage in action planning initiatives led by the work unit/group manager/supervisor

  36. Morehead’s Action Planning Readiness Score™ 83 UCSDHS 2012 APR Score UCSDHS 2010 APR Score= 83

  37. Morehead’s Action Planning Readiness Score™ UCSDHS 2012 APR Score Distribution 64 WU 77 WU 45 WU 21 WU 11 WU Well Prepared Prepared Somewhat Prepared Less Prepared Not Prepared

  38. Key Areas to Celebrate

  39. Key Areas to Celebrate • Commitment Index is now at the 82nd percentile • All aspects of commitment (pride, loyalty, recommending for care and as a good place to work, and overall satisfaction) have increased since the last survey period • All Domain and Theme summary scores have improved since the last survey period • 3 of the 5 top scoring items in comparison to the National Healthcare Average are Key Drivers • Items related to pay/benefits, delivery of safe error-free care, and support in balancing my work/life balance have improved significantly since 2010 • RN satisfaction, Diversity Perceptions and Perceptions of Patient Safety Culture have all increased since 2010

  40. Feedback and Action Planning: The Basics

  41. Best Practices for Senior Leadership • Select items for systemic interventions (concerns or issues identified across the organization) • Connect survey results to major initiatives • Values in Practice (VIP) • 2017 Strategic Plan • Patient satisfaction and clinical outcomes • Establish accountability for improvement on senior teams • define goals and milestones • make direct connections with middle management • allocate necessary resources • involve HR/OD and frontline employees in the process • Continue to evaluate progress • staff meetings and media channels • create a culture of frequent measurement- pulse surveys and annual census surveying – combined with acting on results

  42. Action Planning Roles and Responsibilities • Work Unit Management • Study work unit results • Involve senior leaders in discussing and planning for action from the beginning • Communicate results to all employees • Lead work unit in identifying issues that are strengths and concerns • Facilitate development of action plans and improvement strategies • Enter specific action plans into the Action Planning tool • Communicate action plans to senior management • Monitor progress of action plans

  43. Action Planning Roles and Responsibilities • Employees • Participate in work unit feedback and action planning meetings • Support open and honest communication • Help prioritize work unit issues by identifying issues that are strengths and issues that are concerns • Participate in developing work unit action plans • Complete action planning tasks as assigned

  44. Rollout Activities

  45. Rollout Activities

  46. Discussion & Questions

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