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UCSD Medical Center

UCSD Medical Center. 2008 Employee Opinion Survey. Leaders Overview. Presented by:. Maggie Shafiro, PhD. VP Client Solutions. www.moreheadassociates.com. 2. Introduction Workforce Commitment Results Patient Satisfaction Linkage Analysis Magnet Analysis

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UCSD Medical Center

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  1. UCSD Medical Center 2008 Employee Opinion Survey Leaders Overview Presented by: Maggie Shafiro, PhD VP Client Solutions www.moreheadassociates.com

  2. 2 • Introduction • Workforce Commitment Results • Patient Satisfaction Linkage Analysis • Magnet Analysis • Integration and Summary of Key Findings • Next Steps: Priorities for Action • Throughout … Questions & Answers Today’s Agenda

  3. Introduction & Overview

  4. 4 About Morehead Associates • Opinion research to stimulate organizational performance Specialists • Over 25 years of opinion research experience • Over 4 million employees surveyed • Serving major industries worldwide • Employee populations ranging from 100 to more than 50,000 Experienced Surveys administered across more than 50 countries and 25 languages

  5. Representative Healthcare Clients • Advocate Healthcare (IL) • Beth Israel Deaconess Medical Center • Carolinas HealthCare System • Cedars-Sinai Hospital • Children’s Medical Center Dallas • NYU Medical Center • Provena Healthcare • Texas Children’s Hospital • The Methodist Hospital System (TX) • The University of Chicago Medical Center • Vanderbilt Medical Center Morehead’s clients include more than 300 healthcare organizations throughout the United States. • Employee Opinion Surveys • Physician Surveys • Exit Surveys • Specialized Research Services

  6. Academic Medical Center Clients • NYU Medical Center • SUNY Downstate Medical Center • University Health Care (Utah) • Univ. Hospital-Albert Einstein College of Medicine • University of California (San Francisco, Irvine, Los Angeles, & Davis) • University of Chicago Medical Center • University of Colorado Health Sciences Children’s Hospital • University of Iowa Hospitals & Clinics • University of Kansas Hospital • University of Mississippi Medical Center • University of Virginia Medical Center • Vanderbilt University Medical Center • Yale-New Haven Health System • Employee Opinion Surveys • Physician Surveys • Exit Surveys • Specialized Research Services * Asterisks denote significant differences

  7. 7 Survey Content 52 items linked to Morehead’s National Healthcare Average 2008 3 Demographic Questions UCSD Medical Center 2008 Employee Opinion Survey 56 Closed-Ended Items 49 items linked to 2006 2 Open-Ended Items

  8. 8 Survey Administration 4,946 Employees Invited • May - June2008 • 4,205 respondents Response Rate Trend 100% Web

  9. 9 9 Workforce Commitment Model Results

  10. 10 Workforce Commitment Model™ ORGANIZATION DOMAIN Regard for Employees Work-Personal Life Balance Fair Compensation Growth & Development Organization Citizenship Organization Unity Quality/Customer Focus ORGANIZATION DOMAIN MANAGER DOMAIN High- Performance Organizations COMMITMENT INDICATOR MANAGER DOMAIN Leadership Skills Employee Involvement Quality/Customer Focus EMPLOYEE DOMAIN EMPLOYEE DOMAIN Coworker Relations Job-Person Match Quality/Customer Focus

  11. Item Scores Green and red shading denote significant differences.

  12. 12 Workforce Commitment Score™ 2008 UCSD Medical Center Performance Difference from: Nat'l WFC Percentile Ranking Average of employees commitment survey items 2008 Academic = 63rdpercentile 2008 Nat'l HC Avg 2008 Nat'l Academic HC Avg 2006 4.04 +.02 +.03 +.04* 53rd 2006 – 52nd percentile * Asterisks denote significant differences

  13. Workforce Commitment By Position Management (271) First-line Supervision (118) Service (277) Physician (77) Centerline is 2008 UCSD Average Clinical Professional (385) Skilled Maintenance (71) Clerical (653) Registered Nurse (1072) Non-clinical Professional (242) Green and red shading denotes significant difference from UCSD average. Patient Care Support (753) Licensed Technician (255)

  14. 14 Tier Report Assigns work units to a tier group based on Power Items Score™. Tier 1: minimal action planning needed Tier 2: action planning needed Tier 3: significant action planning needed Tier 1 = Power Items Score™ ≥ 4.15 Tier 2 = Power Items Score™ ≥ 3.80 and < 4.15 Tier 3 = Power Items Score™ < 3.80

  15. 15 Action Planning Readiness Score™ Work units’ readiness to engage in action planning 2008 UCSD Medical Center Average 82 Moderately High Readiness 2006 Employee Opinion SurveyAverage 80 Moderate Readiness

  16. 16 Action Planning Readiness Scores™ Percent of scores in each Readiness Category. >90 High 81 to 90 Moderately High 71 to 80 Moderate 60 to 70 Moderately Low <60 Low

  17. 17 Workforce Commitment Scores Domain Scores 2008 UCSD Medical Center Performance Difference from 2008 Nat'l HC Avg 2008 Nat'l Academic HC Avg 2006 Measures employees’ connectedness to: ORG: 3.76 +.05* +.02 +.18* the organization their manager or supervisor, and +.05* +.06* +.08* MGR: 3.98 their coworkers and job. +.09* +.09* +.08* EMP: 4.11 +.02 +.03 +.04* CI: 4.04 * Asterisks denote significant differences

  18. 19 Item Performance Most Favorable Compared to the National Healthcare Average 2008 Green shading denotes significant differences

  19. 20 Item Performance Least Favorable Compared to the National Healthcare Average 2008 Red shading denotes significant differences

  20. 21 Item Performance Least Favorable Compared to the National Academic Healthcare Average Red shading denotes significant differences

  21. 22 Item Performance Most Favorable Compared to UCSD Medical Center 2006 Green shading denotes significant differences

  22. 23 Item Performance Least Favorable Compared to UCSD Medical Center 2006 Red shading denotes significant differences

  23. Employee Opinion Survey Items Workforce Commitment Key Drivers of Workforce Commitment at UCSD • Based on multiple regression techniques • Determines the impact of individual survey items on an outcome of interest (e.g., Workforce Commitment) • Illuminates the items that significantly impact or “drive” the outcome of interest

  24. Key Drivers of Workforce Commitment at UCSD Theme: Quality Green or Red shading denotes significant differences.

  25. 26 Open-Ended Items Employees’ written responses to first open-ended item. 1. What one suggestion do you have for improving performance in your area? • Address staffing issues (19%) • Update the facility, equipment, and technology (13%) • Emphasize accountability and fairness (10%) • Promote leadership development (8%) • Improve pay (8%) 2,443 responses 58% of respondents provided feedback

  26. 27 Open-Ended Items Employees’ written responses to second open-ended item. 2. What do you like most about working for UCSD Medical Center? • The people (25%) • The benefits (22%) • Opportunities for learning and career advancement (8%) • Helping the patients (6%) • Pleasant work environment (6%) 2,780 responses 66% of respondents provided feedback

  27. STRENGTHS TO MAINTAIN Benefits Managers’ focus on clinical excellence Feedback received from managers Physician/staff relationships Teamwork/communication between work units (improved from 2006; continue improving) 87% are proud to be working for UCSD MC 28 Summary of Workforce Commitment Results AREAS OF OPPORTUNITIES • Training needed to do one’s job • Confidence in senior leadership • Quality-customer focus at the • organizational level • Work-life balance • Perceptions around qualified • employees getting promoted • Pay

  28. A Focus on Employee-Patient Linkage Sound Science+Cool Technology+Smart Process>>>Results.

  29. Employee-Patient Linkage Analysis Employee Opinion Themes Patient Satisfaction • Determines the impact of employee attitudes on the satisfaction levels expressed by patients • Illuminates employee attitudes that predict patient satisfaction outcomes.

  30. Work-Life Balance Job-Person Match Predictive Factors of Patient Satisfaction Regard for Employees Coworker Relations Patient Satisfaction Linking employee behaviors to patient perceptions Unity Quality/ Customer Focus Pay and Benefits Growth and Development Employee Involvement Leadership Skills

  31. Work-Life Balance Job-Person Match Predictive Factors of Patient Satisfaction 3 Regard for Employees Coworker Relations Patient Satisfaction 1 2 Linking employee behaviors to patient perceptions Unity Quality/ Customer Focus Pay and Benefits Growth and Development Employee Involvement Leadership Skills

  32. Quality/ Customer Focus Employee Perceptions of ‘Quality/Customer Focus’ Items are Powerful Levers for Improving Patient Satisfaction Green and red shading denotes significant differences.

  33. Unity Employee Perceptions of ‘Unity’ Items are Powerful Levers for Improving Patient Satisfaction Green shading denotes significant differences.

  34. Regard for Employees Employee Perceptions of ‘Regard for Employees’ Items are Powerful Levers for Improving Patient Satisfaction Green and red shading denotes significant differences.

  35. STRENGTHS TO MAINTAIN Quality-customer focus at the work unit level Focus on clinical excellence Physician/staff relationships Teamwork/communication between work units (improved from 2006; continue improving) 36 Summary of Patient Satisfaction Linkage Results AREAS OF OPPORTUNITIES • Quality-customer focus at the • organizational level • Confidence in senior leadership • Perceptions around qualified • employees getting promoted • Employee safety

  36. Magnet Designation Analysis

  37. National Magnet Average and Morehead Survey Domains Performance Score Magnet Organizations EMP Domain MGR Domain ORG Domain Workforce Commitment Difference is significant at the p<.05 level

  38. Forces of Magnetism Organizational Structure [3.69] Forces of Magnetism Performance at UCSD Professional Models of Care [4.15] Interdisciplinary Relations [3.91] Professional Development [3.84] Management Style [3.89] Image of Nursing [3.56] Consultation and Resources [3.99] Performance Difference from 2008 National Magnet Healthcare Average Quality Improvement [4.16] Community & the Hospital [4.19] Personnel Policies & Programs [3.47] Quality of Nursing Leadership [3.74] Green orRed shading denotes a significant difference from norm Quality of Care [4.17] Nurses as Teachers [4.04] Autonomy [3.99] Baseline is 2008 National Magnet Healthcare Average

  39. Forces of Magnetism Performance at UCSD Green orRed shading denotes a significant difference from norm

  40. Forces of Magnetism Performance at UCSD Green orRed shading denotes a significant difference from norm

  41. STRENGTHS TO MAINTAIN Organizational structure Professional models of care Interdisciplinary relationships Management style Image of nursing 43 Summary of Magnet Analysis Results AREAS OF OPPORTUNITIES • Quality-customer focus at the • organizational level • Confidence in senior leadership • Training needed to do one’s job • Employee involvement in decision • making

  42. Connecting Employee Attitudes to Organizational Performance Integrating the Results

  43. Maintaining Strategic Topics • Benefits • Managers’ focus on clinical excellence • Physician/staff relationships • Teamwork/communication between work units (improved from 2006; keep improving) • Job security • Feedback from managers • 87% are proud to be working for UCSD MC Workforce Commitment 1 Patient Satisfaction • Quality-customer focus at the work unit level • Organizational focus on clinical excellence • Physician/staff relationships • Teamwork/communication between work units (improved from 2006; keep improving) 2 Magnet Analysis • Physician/staff relationships • Teamwork/communication between work units (improved from 2006; keep improving) • Manager-employee relationships 3

  44. Addressing Strategic Topics • Confidence in senior leadership • Quality-customer focus at the organizational level • Perceptions around qualified employees getting promoted • Training needed to do one’s job • Work-life balance • Pay Workforce Commitment 1 Patient Satisfaction • Confidence in senior leadership • Quality-customer focus at the organizational level • Perceptions around qualified employees getting promoted • Employee safety 2 Magnet Analysis • Confidence in senior leadership • Quality-customer focus at the organizational level • Training needed to do one’s job • Employee involvement in decision making 3

  45. 47 Items for Systemic Interventions Red shading denotes significant differences

  46. 48 Next Steps: Identifying Priorities for Action

  47. Systemic Interventions Organization Domain • Post-Survey support will inform all levels: • System • Facility • Work Unit Manager Domain Employee Domain Work Unit Interventions

  48. 50 Integrating Results into Action Plans Support Existing Actions Priority Findings from the Survey Integrated Re-prioritize/Adjust Action Existing Actions Plans Create New Actions

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