Employee Engagement Presentation Handouts - PHCA
Transcript of Employee Engagement Presentation Handouts - PHCA
5/3/2018
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Employee Engagement
Welcome
Understand. Educate. Engage. Improve.
5/22/2018
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Agenda
1. Employee engagement as a core business strategy
2. The challenges and opportunities we all face
3. The look and feel of a culture of engagement
4. A roadmap for a culture of engagement
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• I have meaningful work
• I have a great supervisor
• Our management team is terrific
• I know how I am doing
• I have a future here
Imagine if Every Employee Thought…
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• 100% Occupancy• Ideal Mix• Happy Customers• High Quality• Great Margins
What You Are Striving For
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Benefits of Employee Engagement
WORKFORCE ENGAGEMENT 6%
CUSTOMER SATISFACTION
9%
OCCUPANCY
12%
HOSPITALADMITS
7%
TURNOVER
10%
HOSPITALRE-ADMITS
3%
OFF LABELANTI-PSYCHOTICS
8%
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Satisfied vs. Engaged Employees
SATISFIED EMPLOYEES ENGAGED EMPLOYEES
Come To Work
Do Their Jobs
May Be Content
‘Just A Job’
May Stay
Deeply Invested
More Productive
Loyal
Impact Outcomes
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Employee Engagement Opportunities
of U.S. workers not engaged
70%… and employee engagement remains flat when left unmanaged
…are highly engaged when leaders perceived as effective
…are more engaged when supervisor is highly engaged
59% 72%
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Cost of Turnover
…estimated cost to replace an AL/IL employee
…overall staff turnover inAssisted Living communities
32%
…of skilled Nursing workers leave their job in 1 year
50%
4000to
5000
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Employee Engagement
• Management & Staff Development Strategy
• Measure skillsets of managers/departments using employee feedback
• Deliver simple, practical, targeted education to develop the foundational skillsets of an effective leader / manager and their employees
• Use data and analytics measuring progress over time
• Happy Employees = Happy Residents
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Employees leave their managers not their jobs!
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Transformational Approach
EMPLOYEE ENGAGEMENT
IS NOT an event, a program
or a survey
IS a foundational business strategy and part of day-to-day business
TRANSACTIONAL APPROACH
TRANSFORMATIONAL APPROACH
Foundational Business Strategy
Organizational readiness
TRIGGER 1Move to next phase
TRIGGER 2Move to next phase
TRIGGER 3Move to next phase
TRIGGER 4Move to next phase
ASSESSMENT PERIOD
OPEN CLOSE
“Yes, I agree with the establishment timeline. We are ready to launch!”
“We have prepared our organization.”
“Our assessment is officially closed.”
Organizational readiness
Meaningfulassessment
Insightfulanalysis
Sustainablechange FIRST CYCLE
COMPLETE
“Our reports have been distributed as appropriate.”
“We are ready to conduct our next assessment.”
Make the approach Simple, Intentional, Digestible, and Deliberate
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Engagement Ladder
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Use a formalized process and system to drive the strategy
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Real-Time Data at the most granular level to drive the plan and get best the results
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Organizational Reports
Overview of ALL respondents!
Generation data
Time on the job
Shift-specific
Department breakout
Intention to work here in
6 months by department
Focus Measures by department!
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Departmental Reports
Identify most foundational needs
Highlight 1 area of focus for a 6-
month cycle
See the score and changes in score
over time
Results should automatically feed the
Action Plan for the 6-month cycle
THE ENGAGEMENT LADDER
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Departmental Reports
DEPARTMENTAL FOCUS
Specific focus area by department
Cycle-over-cycle score comparison
Generation mix
Time on the job breakout
Intention to work here in
6 months by department
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Open-Ended Feedback
OPEN-ENDED QUESTIONS
Comments broken out
by generation
Coded as Compliment, Concern, Suggestion when answering
Also identifies the respondent’s driver score for comparison
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People learn most effectively in bite-sized chucks of information
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The Plan should be……
A reflection of skills
specific techniques to focus on
Creating awareness
Digestible in Bite-Sized Chucks
building upon the each activity to
create the learning material
Spacing and Pacing the education to
absorb most effectively
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The Plan
ACTION MAP Creating a culture where employees say:My supervisor listens to what I have to say.
• 15-20 minute activity to learn
Meet with the your manager to:
Describe the activity
Discuss next steps
Debrief on the experience
How well do you actively listen?
Give manager time to work with
employee group to deliver skillsets
over the next 3 weeks
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Practice specific listening techniques
Understand 5 levels of listening
Use of Body language
Listening vs talking
Empathize with the person
The Plan
Listening takes intention and effortACTION MAP Creating a culture where employees say:My supervisor listens to what I have to say.
Meet with Manager to:
Describe the activity
Discuss Next Steps
Debrief on the Experience
• Give manager time to work with
employee group to deliver
skillsets over the next 3 weeks
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Become more aware of personal filters
Understand Dynamic listening
Have 6 Conversations at many levels to practice
The Plan
Dynamic ListeningACTION MAP Creating a culture where employees say:My supervisor listens to what I have to say.
Meet with Manager to:
Describe the activity
Discuss Next Steps
Debrief on the Experience
Give manager time to work with
employee group to deliver
skillsets over the next 3 weeks
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Engage with staff using what we learned!
ACTION MAP Creating a culture where employees say:My supervisor listens to what I have to say.
Identify employees
Schedule stay interviews
Use listening skills
Follow-up on immediate actions
Look for patterns in the responses
Using a Stay Interviews
Meet with Manager to:
Describe the activity
Discuss Next Steps
Debrief on the Experience
• Give manager time to work with
employee group to deliver
skillsets over the next 3 weeks
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Culture Building
Engagement Impacts culture
As we learn we build stronger
bonds
A Healthy culture promotes
healthy outcomes
Each department can have it’s
own culture!
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Employee Engagement Summary
Employees are foundational to a culture of Engagement.
Engaged Employees are your competitive advantage
What you do with your Employees has a direct impact on your customers.
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Thank you for your time!
[email protected]@pointclickcare.com