Fremont Area Medical Center

1. Fremont Area Medical Center 2006 @Work Survey Results for Acute Care Hospital

2. Agenda • Why Survey? • The @Work Research and Model • Results for Acute Care Hospital • Recommendations and Next Steps

3. Why Survey? • Increased Productivity • Increased Patient • Satisfaction • Decreased Turnover Improved Performance Key Talent

4. The @Work Research Model

5. Questionnaire • 10 items that form the WCI • 2 general questions • 56 items measuring the Performance Pyramid • 4 items measuring interest in potential new benefits • 1 open-ended question • Demographic variables – Department, Shift, Age, Employment Status, Tenure, and Position

6. Questionnaire

7. Respondent Profile • Survey: September 2006 • Population: 745 • Respondents: 601 • Response rate: 81% • This yields a 95% confidence level of +/-.04 • Results are very representative of the overall ideas and concerns of all ACH employees

8. Workforce Commitment Index

9. Workforce Commitment Items

10. WCI By ACH Position

11. General Questions

12. Evaluating the Work Environment • Performance Charts based on Expectations and Importance Ratings • Commitment Driver Statistical Analysis • Comparison to National Benchmarks

13. Performance Charts

14. Strengths • FAMC's ability to minimize medical errors and maximize patient safety (SS) • FAMC’s ability to deliver quality patient care (GRW) • FAMC's efforts to create a safe and secure work environment for employees (SS) • FAMC's creation of a job environment free from fear, intimidation, or harassment (SS) • Willingness of co-workers to help one another during times of heavy workload (WLH) • The satisfaction you receive from the work you do every day (GRW) • The encouragement and support you receive to report safety concerns (SS)

15. Improvement Opportunities • The adequacy of staff to handle the workload at FAMC (GRW) • The link between your job performance and your compensation (REW) • The openness & honesty that exists between Administration and employees (AFF) • Your pay's fairness compared to others in similar jobs within FAMC (REW) • FAMC's demonstration of the importance of retaining employees (AFF)

16. Driver Analysis • The openness and honesty that exists between the Executive Management Team and employees (AFF) • FAMC providing job security for people like you (SS) • Your supervisor supporting your needs as a person and not just as a worker (WLH) • FAMC’s ability to deliver quality patient care (GRW) • FAMC's efforts to build a sense of spirit and pride (AFF) • The adequacy of staff to handle the workload at FAMC as compared to similar organizations (GRW) • Willingness of coworkers to help one another during times of heavy workload (WLH) • FAMC's ability to minimize medical errors and maximize patient safety (SS) • The way new employees are welcomed and treated when they begin working (AFF) • The direction FAMC is heading (GRW) • FAMC's recognition of the importance of your personal and family life (WLH)

17. National Comparisons

18. National Comparisons (cont.)

19. Using the Results 1. Identify key issues – for the organization 2. Brainstorm solutions and identify champions 3. Develop timeline/target date 4. Communicate results/action plans to employees 5. Direct Divisions/Departments to identify key local issues and brainstorm solutions 6. Implement solutions – macro and micro level 7. On target date, communicate status 8. Evaluate process 9. If necessary, set new timeline 10. Identify new issues and begin again