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Employee Engagement Census Survey Results
2012
Employee Engagement Census Survey Results
2012
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7006Employees
Invited*
7006Employees
Invited*
5775EmployeesResponded*
5775EmployeesResponded*
* Excludes GME trainees
Historical Response Rates
2012 Employee Engagement Survey PeriodParticipation June 4 – June 18
Questions: 49 Attribute
4 Demographic
2 Open-ended
This is a great response!
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Positive Trend in 2012 Following 5 Years of Flat Scores
Congratulations to you! Congratulations to your team!
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Strongly Disagree Disagree Undecided Agree Strongly Agree
0 33 50 67 100
Census Engagement Index
Item # Engagement Index Questions
26 I am proud to tell people I work for UVA Medical Center
28UVA Medical Center is a good place to work compared to other companies I know or have heard about
34I would recommend UVA Medical Center to a friend or relative in need of healthcare services
35UVA Medical Center delivers high quality care and service to our patients and families
36Employees do a good job taking the initiative to help customers/clients/patients even when it is inconvenient
38 I would recommend a friend or relative to work at UVA Medical Center
43 UVA Medical Center's healthcare services are better than our competitors
2012 Census Engagement Index*
70.31
2012 Census Goal:69.1 Meet Expectations
69.9 Exceed Expectations
2012 Pulse Engagement Index
73.47
2011 Census Engagement Index
68.27
Healthcare Benchmark71.00
Weighting of Responses:
*Excludes GME trainees
We exceeded our goal!
These 7 survey items make up the
Engagement index.
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Response Distribution by Engagement Index Item
Item # Engagement Index Questions Unfavorable Neutral Favorable N/A2012
CensusMean
2011 CensusMean
Difference
26 I am proud to tell people I work for UVA Medical Center 5% 12% 82% 1% 74.62 76.97 -2.35
28 UVA Medical Center is a good place to work compared to other companies I know or have heard about
9% 19% 71% 1% 67.67 58.05 9.62
34 I would recommend UVA Medical Center to a friend or relative in need of healthcare services
7% 12% 80% 1% 71.59 75.84 -4.25
35 UVA Medical Center delivers high quality care and service to our patients and families
5% 11% 83% 1% 72.54 80.49 -7.96
36 Employees do a good job taking the initiative to help customers/clients/patients even when it is inconvenient
5% 9% 85% 1% 72.46 63.39 9.07
38 I would recommend a friend or relative to work at UVA Medical Center
8% 16% 75% 1% 69.09 72.66 -3.57
43 UVA Medical Center's healthcare services are better than our competitors
9% 29% 59% 2% 63.94 62.62 1.33
2012 Census Engagement Index* 2011 Census Engagement Index
70.31 (N=5,775) 68.27 (N=5,293)
*Excludes GME trainees All differences are statistically significant
4 engagement items decreased.
3 engagement items increased.Note the amount of improvement!
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Greatest Changes Since 2011
Item # Questions 2012 Mean*
2011 Mean Difference
32 My pay is fair compared to other healthcare employers in this area 57.26 40.81 16.45
40 UVA Medical Center does a good job at attracting outstanding employees 60.38 47.85 12.53
28 UVA Medical Center is a good place to work compared to other companies I know or have heard about
67.67 58.05 9.62
36 Employees do a good job taking the initiative to help customers/clients/patients even when it is inconvenient
72.46 63.39 9.07
41 UVA Medical Center does a good job at retaining outstanding employees 52.13 47.85 4.28
23 I believe leadership will do something about the important issues identified by this survey 59.93 56.43 3.50
46 I deal with services/tasks in which I am confident 76.89 80.38 -3.49
38 I would recommend a friend or relative to work at UVA Medical Center 69.09 72.66 -3.57
13 My manager is a good communicator 67.07 70.83 -3.76
47 I feel like my work is meaningful 79.65 83.64 -3.98
34I would recommend UVA Medical Center to a friend or relative in need of healthcare services
71.59 75.84 -4.25
42 UVA Medical Center makes it simple for customers/clients/patients to do business with us 58.79 65.07 -6.28
35UVA Medical Center delivers high quality care and service to our patients and families
72.54 80.49 -7.96
*Excludes GME trainees All differences are statistically significant
Our largest increases!We still have some
work to do.
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Highest Percentage Favorable (Agree, Strongly Agree)
Item # Questions 2012 Census* 2011 Census Difference
46 I deal with services/tasks in which I am confident 93% 87% 6%
47 I feel like my work is meaningful 92% 89% 3%
9 I know what is expected of me at work 91% New for 2012 New for 2012
36 Employees do a good job taking the initiative to help customers/clients/patients even when it is inconvenient 85% 58% 27%
1 I am a member of a team that works well together 85% 82% 3%
4 When I ask a co-worker for help I can rely on that person to complete the task 85% New for 2012 New for 2012
16 My manager encourages teamwork 83% New for 2012 New for 2012
35 UVA Medical Center delivers high quality care and service to our patients and families 83% 91% -8%
*Excludes GME trainees
These items are the highest percentage of favorable responses.
Most improved since 2011!
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Highest Percentage Unfavorable (Disagree, Strongly Disagree)
Item # Questions 2012 Census* 2011 Census Difference
41 UVA Medical Center does a good job at retaining outstanding employees 31% 37% -6%
7 In the last seven days, I have received recognition or praise for doing good work 31% - -
32 My pay is fair compared to other healthcare employers in this area 25% 23% 2%
39 UVA Medical Center regards employees as the most important resource in the organization 24% 32% -6%
11 My manager deals effectively with poor performance 20% 23% -3%
12 I am satisfied with the recognition I receive when I do a good job 20% 25% -5%
19 I have confidence in Senior Management's leadership 19% 21% -2%
5 There is a climate of trust within my work unit 19% 23% -4%
*Excludes GME trainees
These items are the highest percentage of unfavorable responses.
Most of these went down… that’s a good thing!
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Highest Percentage Neutral (Undecided)
Item # Questions 2012 Census* 2011 Census Difference
43 UVA Medical Center healthcare services are better than our competitors 29% 27% 2%
27 I am excited about the direction we are heading at UVA Medical Center 27% 23% 4%
21 I can trust what this organization tells me 26% - -
40 UVA Medical Center does a good job at attracting outstanding employees 26% 27% -1%
42 UVA Medical Center makes it simple for customers/clients/patients to do business with us 26% 10% 16%
41 UVA Medical Center does a good job at retaining outstanding employees 26% 27% -1%
20 I have noticed an improvement in the behavior and communication of UVA Medical Center's Senior Management team 25% 22% 3%
*Excludes GME trainees
These responses tell us where we can focus to move people to
favorable responses.
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“What actions have managers and senior leaders taken to demonstrate they are doing something with the results of past surveys?”
More/Better communication (n=583) “I've noticed increased communication directly related to letting employees know that our leaders
care.” “Increased communication through Uteam meetings, email announcements, and the LINK.”
More Meetings (n=376) “Meetings with employees. The managers have a greater presence on the floors.” “Meeting with front line people and encouraging interdepartmental growth through participation in
teams and meetings.”
Better Pay/Raises (n=325) “Continued to invest in performance based salary increases. Improved benefits.” “Compensation redesign, additional PTO cash out, optional use of UVA health system with reduced
co-pay.”
Better Management-Employee Relations (n=274) “Our manager has clearly demonstrated her interest in responding to past feedback. She has an
organized plan in place and responds well to constructive feedback. She is an advocate for her employees.”
Open Ended Comments
Your deliberate, hard work has been noticed!
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“What can employees do to increase trust and improve the work environment?”
Teamwork/Work Together (n=339) “Continue team work theme here at UVA and continue to seek employees who honestly believe
in team work and promote an open sense of care for fellow employees (new and seasoned).” “Employees could start working more as a team instead of having the "that is YOUR patient
this is MY patient" attitude. I think we all need to start taking the approach that "These are OUR patients and we work together to get them better.”
Be Professional/Not Rude/No Gossip (n=304) “Not foster an atmosphere of blame and judgment. Management talks about employees
behind their backs. I don't feel trusted even though I am extremely trustworthy.” “Lead by example. Ask others what you ask of yourself ...”
Communication (n=287) “Listen to all employees and not take sides. Include all employees in important decisions
affecting the overall operation of the department. Invite all employees to share lunch throughout the year.”
“Maintain open lines of communication; properly set expectations and operate transparently.”
Open Ended Comments
Employees are recognizing their part in improving
trust in the work environment.
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Job Family Engagement Index*
2012 Census Engagement Index1
70.31
1Excludes GME trainees
*Engagement Index difference is statistically different from overall at p<.05
This is the engagement index for all job families compared to the organization engagement index.
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Job Family Engagement Index vs. Organization Engagement Index
1Excludes GME trainees
* Engagement Index difference is statistically different from overall at p<.05
2012 Census Engagement Index1
70.31
This depicts the job families where the response shows a
statistical difference.
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Change in Engagement Index from 2011
*Engagement Index difference is statistically different from overall at p<.05;
2012 Census Engagement Index1
70.31
The engagement index mean changes from survey to survey. However, the engagement index
improved for all job families!
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Most Impactful Drivers for 2013
Focus on the following 3 survey items will have the greatest positive impact on our employee engagement results:
UVA Medical Center treats employees with respect
I am excited about the direction we are heading at UVA Medical Center
Employees share a common bond with UVA Medical Center values and mission
These items are the indicators for organizational pride.
Pride is the most powerful indicator of engagement.
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Impactful Driver: Feeling Respected
LeadersCreate a communication channel that empowers employees to discuss improvement ideas with leadership
Handle disciplinary actions with discretion knowing that the close-knit work environment makes it easy for confidential information to spread
In meetings and informal discussions, lead by example by talking positively about other employees, management and executive leadership
Implement a variety of recognition programs where employees can nominate other employees who went ‘the extra mile’ to help them out
EmployeesImplement a "thank you“ policy for employees to express appreciation to others who go above and beyond to help
Encourage “positive” dialogue among employees
Reinforce engaging in solution oriented conversations when responding to others who have differing opinions (How can we do that? vs. We can’t do that.)
These are ideas to consider to improve respect in the workplace.
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Impactful Driver: Excited About Future
LeadersCreate cross-level work teams that engage employees in the decision-making processes for the Health System which improve patient care
Promote the Health System’s future by showing the importance each employee’s role has in achieving it using multiple communication channels
Transform employees’ complaints into suggestions for change
Continuously monitor and strive to improve the quality of teamwork - a top predictor of excitement about an organization’s future
EmployeesCreate committees that empower employees to be able to make real changes to the work environment in ways that improve the patient experience
Have employees create development plans that tie their professional goals to the organization’s goals
These are ideas to consider to get employee excited about the future.
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Impactful Driver: Sharing Common Bond w/UVA
LeadersDefine UVA’s goals that are of a higher purpose and communicate how employees are apart of it
Offer competitive benefit programs that will enable employees to feel accepted by UVA, not expendable
Train and encourage seasoned employees to be mentors (mentoring programs can facilitate dynamic skill growth throughout UVA)
Reduce stress at work to increase engagement
Begin meetings with a review or discussion of our mission, vision and/or values
EmployeesCreate a challenging yet supportive work environment where employees feel accepted in order to forge a common bond of beliefs and purpose about UVA
Encourage employees to express their passions about work with one another
Create work teams that are focused on accomplishing goals that are connected to one of UVA’s higher purpose goals and values
These are ideas which may help people to feel a bond with UVAMC.
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Key Talking Points
We exceeded our Employee Engagement goal We increased participation rate
Our employees feel they are in a better place from a year ago:
+16.45 - Being paid fairly compared to others
+12.53 - Attracting outstanding employees
+9.62 - Feeling this is a good place to work compared to others
+9.07 - Taking the initiative to help our customers
+4.28 - Retaining outstanding employees
+3.50 - Believing leadership will act on issues identified
All differences are statistically significant
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Key Talking Points
Our employees feel they are more highly regarded + 12.53 - We feel UVAMC does a good job at attracting outstanding employees +4.28 - We feel UVAMC does a good job at retaining outstanding employees +2.13 - We feel we are treated with respect +2.07 We feel we are regarded as the most important resource
Our employees’ job satisfaction has decreased -3.98 - We feel like our work is meaningful -3.49 - We deal with services in which we are confident -1.67 - Overall, we don’t feel satisfied with our jobs
Our employees don’t feel as connected with the organization -2.35 - We don’t feel proud to tell people we work at UVAMC -1.99 - We don’t feel excited about the direction we are heading -.72 - We don’t share a common bond with our values and mission
Recap
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Leadership Improvement Ideas
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Interpreting Your Work Unit Results
Use the Interpreting Work Unit Results Worksheet to help you share results with your team:
Highest percentage favorable Highest percentage unfavorable Highest percentage neutral High percentage of N/A Summarize
Use the Results Worksheet to methodically review work unit results
before you present them to your team.
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Interpreting Your Leadership Effectiveness
Use the Leadership Effectiveness Worksheet to determine what strengths you can leverage to address lower performing areas:
Compare UVAMC score to work unit score nine items listed on worksheet
Identify your strengths Determine which areas require attention Review applicable tips sheet for each item Formulate ideas in space provided on worksheet Discuss your findings with your leader
Use this worksheet to determine what areas you influence and discuss the recourses with your leader.
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Leadership Improvement Ideas
Action Plan Template
Action Planning
Use the action plan template to:
Document targeted items Discuss with your leader Post in a common area Provide quarterly updates
This tool is used to capture your action planning efforts.
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Leadership Improvement Ideas
Action Plan Template
Role of AVPs, Chiefs, Associate Chiefs & Administrators
Understand organization and division results
Talk to your managers; ensure they understand the results
Represent the Medical Center with respect, integrity, stewardship and excellence
Support your managers as they schedule and conduct Action Planning Meetings
Review outcomes of these meetings and give input to Action Plans
Hold managers accountable for putting actions into place
Review this to better understand the role of Senior Leadership
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Leadership Improvement Ideas
Action Plan Template
Role of Front Line Leaders
Understand organization and work unit results
Be comfortable with the information
Share and discuss results at meetings
Involve as many members as possible Collaborate with the area when developing action plan initiatives (work unit
and self)
Develop Leadership Effectiveness action plan
Share action plans with staff on a continuous basis
Be ambassadors of change
This is what is expected of
you.
Print Results Worksheet
Leadership Improvement Ideas
Action Plan Template
Role of Human Resources
Understand organization and work unit results
Collaborate with leadership by providing answers to questions and assisting in the
interpretation of results
Support leadership as they schedule and conduct Action Planning Meetings
Human Resources is here to support you.
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Leadership Improvement Ideas
Action Plan Template
2013 Engagement Index Thresholds
Below Expectations
Fully Meets Expectations
Exceeds Expectations
74.00 75.00 76.00
These are our goals for 2013.
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Next Steps
Share Results 5 Easy Steps
Formulate Work Unit Action Plan Involve your staff
o “What did you mean when you answered ______” Involve your leader Just Pick 2! Use the tool to document, post in common area
Develop Leadership Effectiveness Action Plan Involve your leader
In Summary:
•Share results with your team.
•Develop an action plan.
•Discuss your leadership effectiveness worksheet with your leader.
Print Results Worksheet
Leadership Improvement Ideas
Action Plan Template
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