employee engagement survey 2017 bdms group
TRANSCRIPT
Prepared by Aon Hewitt Thailand
Presentation to Bangkok Dusit Medical Services
Employee Engagement Survey 2017 BDMS Group Bangkok Dusit Medical Services
December 2017
Aon Hewitt | Thailand | Talent, Rewards & Performance Proprietary & Confidential 2
Meeting Objectives
• To present results and findings from the Employee Engagement Survey 2017 of BDMS Group
• To provide recommendations for potential areas of improvement to enhance your employee engagement
Aon Hewitt | Thailand | Talent, Rewards & Performance Proprietary & Confidential 3
Contents
1. Executive Summary
2. Detailed Survey Results
3. Recommendations
Proprietary & Confidential 5
There are a number of drivers affecting the engagement outcomes and ultimately the business outcomes
Proprietary & Confidential 6
Executive Summary for BDMS Group (2017)
Overall engagement score of BDMS Group 2% from last year (2016)
2% from Thailand average (2014 – 2017)
27% from Thailand Best Employers (2017)
3% from Global Healthcare Providers
Priority Areas
= 61% which is…
Effectiveness Score
Customer focus 77% Diversity & inclusion 74% Brand 72%
Reward & recognition 54% Talent & staffing 57% Communication 59%
Management 72% 25 years and above 80%
RN 52%
Clinical Officer 54% 6 months to 9 years 56-57%
By Job Group and YoS
Key Findings: Hot Spots
By Group
BDMS 59% Group 1 (Bangkok) 50% Group 2 (Samitivej) 66% Group 3 (Bangkok/ E) 45% Group 4 (Bangkok/ N, NE) 63% Group 5 (PYT) 77% Group 5 (Paolo) 71% Group 6 (Bangkok/ S) 52% Group 7 66% Non-hospital 41%
Proprietary & Confidential 7
Overall engagement score of BDMS Group (2017) is 61%.
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
APAC
External Benchmark
Bottom Quartile (0-51%) Moderate Zone (51-73%) Top Quartile (73-100%)
27 points 88%
Thailand-Best Employers-2017
2 points 63%
Thailand - Mid Year (2014-2017)
2 points 59%
2016
61%
Overall Engagement Score
Differences may appear one percentage point higher or lower than
expected due to rounding.
3 points 64%
Global Healthcare Providers
Proprietary & Confidential 8
Phyathai Group has the highest engagement score at 77% while Non-hospital group has the lowest score at 41%
For non-hospital , the lowest engagement group, the dimension priorities fall in these areas which are quite similar to overall areas of improvement for the group:
1. Enabling infrastructure: Unclear processes and procedures
2. Collaboration: Limited collaboration among physicians, nurses, and medical support
3. Career opportunities: Unclear career path
4. Rewards & Recognition: The benefit plan meets the employees’ needs
5. Collaboration: Limited collaboration to achieve shared KPIs
61%
59%
50%
66%
45%
63%
77%
71%
52%
66%
41%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
BDMS Group
BDMS
Group1
Group2
Group3
Group4
Group5 Phyathai
Group5 Paolo
Group6
Group7
Group Non-hospital
Engagement Score
Engagement Score
Proprietary & Confidential 9
Engagement Score Comparison: By hospital (1/5)
APAC 2016 Thailand - Mid Year (2014-
2017)
Thailand-Best Employers-
2017
Global-Custom-Healthcare
Providers and Services-
Mid Year(2014-2017)
BDMS Group +2 -2 -27 -3
BDMS_Hospital -5 -4 -29 -5
Group 1: BCT +35 +11 -14 +10
Group 1: BHN -15 -20 -45 -21
Group 1: BHQ -2 -16 -41 -17
Group 1: BMR -3 -9 -34 -10
Group 1: BSN -6 +9 -16 +8
Group 1: MPH +9 +13 -12 +12
Group 1: RAH +11 -17 -42 -18
Group 1: RPH -9 -33 -58 -34
Bottom Quartile (0-51%) Moderate Zone (51-73%) Top Quartile (73-100%)
61%
59%
74%
43%
47%
54%
72%
76%
46%
30%
Difference in % Engaged vs.
Proprietary & Confidential 10
Engagement Score Comparison: By hospital (2/5)
APAC 2016 Thailand - Mid Year (2014-
2017)
Thailand-Best Employers-
2017
Global-Custom-Healthcare
Providers and Services-
Mid Year(2014-2017)
Group 2: BNH +8 -7 -32 -8
Group 2: SCH +9 +21 -4 +20
Group 2: SNH -1 +9 -16 +8
Group 2: SSH +4 -7 -32 -8
Group 2: STH +13 +1 -24 0
Group 2: SVH +11 +9 -16 +8
Group 3: BCH -2 -19 -44 -20
Group 3: BPH +1 -23 -48 -24
Group 3: BRH 0 -18 -43 -19
Group 3: BTH -2 -7 -32 -8
Bottom Quartile (0-51%) Moderate Zone (51-73%) Top Quartile (73-100%)
56%
84%
72%
56%
64%
72%
44%
40%
45%
56%
Difference in % Engaged vs.
Proprietary & Confidential 11
Engagement Score Comparison: By hospital (3/5)
APAC 2016 Thailand - Mid Year (2014-
2017)
Thailand-Best Employers-
2017
Global-Custom-Healthcare
Providers and Services-
Mid Year(2014-2017)
Group 3: SRH -5 -7 -32 -8
Group 4: BCM +10 -11 -36 -12
Group 4: BHP -9 -28 -53 -29
Group 4: BKH +22 +12 -13 +11
Group 4: BKN -1 +5 -20 +4
Group 4: BPD -1 +16 -9 +15
Group 4: BPL -16 -4 -29 -5
Group 4: BUD +4 -6 -31 -7
Group 5: PLC +1 0 -25 -1
Group 5: PLP +4 +12 -13 +11
Bottom Quartile (0-51%) Moderate Zone (51-73%) Top Quartile (73-100%)
56%
52%
35%
75%
68%
79%
59%
57%
63%
75%
Difference in % Engaged vs.
Proprietary & Confidential 12
Engagement Score Comparison: By hospital (4/5)
APAC 2016 Thailand - Mid Year (2014-
2017)
Thailand-Best Employers-
2017
Global-Custom-Healthcare
Providers and Services-
Mid Year(2014-2017)
Group 5: PLR -12 -3 -28 -4
Group 5: PLS +15 +14 -11 +13
Group 5: PT1 -2 +20 -5 +19
Group 5: PT2 -1 +16 -9 +15
Group 5: PT3 +2 +17 -8 +16
Group 5: PTN -6 -4 -29 -5
Group 5: PTS -2 +16 -9 +15
Group 6: BHH +11 -6 -31 -7
Group 6: BPK +6 -25 -50 -26
Group 6: BSH +3 +7 -18 +6
Bottom Quartile (0-51%) Moderate Zone (51-73%) Top Quartile (73-100%)
60%
77%
83%
79%
80%
59%
79%
57%
38%
70%
Difference in % Engaged vs.
Proprietary & Confidential 13
Engagement Score Comparison: By hospital (5/5)
APAC 2016 Thailand - Mid Year (2014-
2017)
Thailand-Best Employers-
2017
Global-Custom-Healthcare
Providers and Services-
Mid Year(2014-2017)
Group 6: BSR -- +4 -21 +3
Group 6: DBK +14 +3 -22 +2
Group 6: SIH +14 -9 -34 -10
Group 7: N Health +2 +3 -22 +2
Group 7: ACC -8 +6 -19 +5
FHF +4 -9 -34 -10
Group 7: GLS -6 -33 -58 -34
Bottom Quartile (0-51%) Moderate Zone (51-73%) Top Quartile (73-100%)
67%
66%
54%
66%
69%
54%
30%
Difference in % Engaged vs.
Proprietary & Confidential 14
Engagement | 61%
Although the ‘SAY’ questions seem to have higher scores, one of the ‘STAY’ scores requires your attention.
SAY
STAY
STRIVE
STRIVE
STAY
SAY
Item 2016 Thailand - Mid Year
(2014-2017)
Thailand-Best
Employers-2017
I would not hesitate to recommend this organization to a friend seeking employment
+4 +7 -16
It would take a lot to get me to leave this organization -3 +5 -16
This organization motivates me to contribute more than is normally required to complete my work
0 +6 -21
This organization inspires me to do my best work every day +15 +4 -22
I feel it is not necessary to tell others great things about working here
-4 -11 -30
I have been thinking about leaving this organization to work somewhere else in the past 1 year
-4 -3 -30
75
70
65
64
61
52
18
17
22
23
17
12
4
7
8
9
9
14
3
6
5
5
13
23
% Positive Perception % Positive Hesitance
% Negative Hesitance % Negative Perception
Proprietary & Confidential 15
In BDMS Group, 24% of employees are highly engaged and the number is equal to Global Healthcare Providers but slightly less than Thailand average.
Thailand - Mid Year (2014-2017) -3 +5 -2 -1
Thailand-Best Employers-2017 +6 +22 +8 -36
Global Healthcare Providers -5 +8 -5 0
Proprietary & Confidential 16
Engagem
ent
Custo
mer
Focus
Div
ers
ity &
In
clu
sio
n
Bra
nd
Culture
Safe
ty
Superv
isio
n
Work
Tasks
Learn
ing &
D
evelo
pm
ent
Perf
orm
ance
Managem
ent
Work
/Life
Bala
nce
Senio
r Leaders
hip
BU
/Div
isio
n
Leaders
hip
Em
pow
erm
en/
Auth
onom
y
Enabling
Infr
astr
uctu
re
Care
er
Opport
unitie
s
Collabora
tion
Com
munic
ation
Tale
nt
and
sta
ffin
g
Rew
ard
s &
Recognitio
n
Distance From
2016 +2 0 +6 -1 0 -8 -3 -1 -2 +2 +13 -1 -1 +2 +5 0 -1 0 -2 -3
Thailand - Mid Year (2014-2017) -2 +6 +8 +2 -- +1 +3 +4 +4 +3 +6 +2 -- +1 +7 +2 -7 +7 +3 -3
Thailand-Best Employers-2017 -27 -- -16 -19 -- -- -16 -20 -22 -23 -16 -21 -- -23 -18 -26 -40 -- -29 -31
Most favorable dimension is ‘Customer Focus’, and the least is in ‘Rewards & Recognition’. In addition, ‘Work/ Life Balance’ is most improved from last year.
61%
77% 74% 72% 72% 72% 70% 69% 67% 66% 66% 65% 61% 61% 60% 59% 59% 59% 57% 54%
0%
20%
40%
60%
80%
100%
Proprietary & Confidential 17
Top 10 items: Most employees agree that the Group has excellent ‘brand’ reputation and poses high importance to the ‘customer’.
Dimension Item 2016 Thailand - Mid
Year (2014-2017)
Thailand-Best
Employers-2017
Brand This organization has an excellent reputation among its community -3 +7 -12
Brand I am proud to be part of this organization 0 +3 -13
Customer Focus We regularly seek input from our customers (Internal and External Customers)
-1 +3 --
Brand This is a socially and environmentally responsible organization +3 +5 -15
Engagement I would not hesitate to recommend this organization to a friend seeking employment
+4 +7 -16
Work Tasks My work challenges me to use my knowledge and skills fully -1 +4 --
Diversity & Inclusion I feel this organization values diversity (e.g., age, gender, ethnicity, language, education qualifications, ideas, and perspectives)
+6 +8 -16
Culture I see other people in this hospital/organization provide service with wholeheart politeness
0 -- --
Culture I see other people in this hospital/organization willingly abide by their profession's ethic
-1 -- --
Customer Focus We are responsive to the changing needs of our customers +1 +9 --
83
81
80
78
75
75
74
74
74
74
14
15
15
18
18
19
19
21
21
19
2
2
3
3
4
4
4
4
4
5
1
1
1
1
3
2
2
1
2
2
% Positive Perception % Positive Hesitance
% Negative Hesitance % Negative Perception
Proprietary & Confidential 18
Bottom 10 Items: However, the employees perceive limited ‘collaboration’ to achieve common goals, unclear ‘processes and procedures’, and issues in ‘people management’.
Dimension Item 2016 Thailand - Mid
Year (2014-2017)
Thailand-Best
Employers-2017
Collaboration My coworkers work independently to achieve KPI only for themselves 0 -28 -47
Enabling Infrastructure
Our processes and procedures are unclear and not support me to work well
+2 -6 --
Rewards & Recognition
I am paid fairly for the contributions I make to the organization’s success
0 -5 -35
Career Opportunities I do not know what career opportunities are available to me +1 -3 -32
Enabling Infrastructure
I feel I do not get adequate support from our HR department, whenever required
-3 -- --
Collaboration I do not see strong cooperation between physicians, nurses and medical support in my department.
+1 -4 -34
Engagement I have been thinking about leaving this organization to work somewhere else in the past 1 year
-4 -3 -30
Rewards & Recognition
My performance has a significant impact on my pay -7 -7 -35
Senior Leadership I see the organization actively takes actions from the result of the previous employee engagement survey to improve the engagement level
-5 -9 --
Rewards & Recognition
I receive appropriate recognition (beyond my pay and benefits) for my contributions and accomplishments
-1 +4 -25
38
46
47
49
51
52
52
52
53
56
18
18
23
19
19
17
12
24
24
25
18
19
15
16
14
14
14
13
12
11
26
17
15
16
16
17
23
11
11
8
% Positive Perception % Positive Hesitance
% Negative Hesitance % Negative Perception
Proprietary & Confidential 19
Top 3 common topics voiced by the employees in all groups include ‘Rewards & Recognition’, ‘Communication’, and ‘Collaboration’, respectively.
Rewards & Recognition Communication Collaboration
Pay
• Different salary standard among hospitals in
the same group, e.g. position allowance is not
applicable for same position in different
hospitals • The pay is not competitive and does not match
the work load and current cost of living
• The merit increase does not motivate the
employees
• The starting rate of new joiners is higher than
employees with longer YoS
• OT should be paid as actual OT working hours
Benefits
• Benefit plan is not flexible to meet the needs of
younger generation
• Decreasing benefit items/ amount makes us
feel insecure
• Expect better benefit items/ amount, e.g.
medical allowance for parents, food subsidy,
transportation allowance/ service, etc.
• Be more open, polite, and sympathetic
• Inaccurate information
• Unclear communication among service offers,
causing delay of service delivery
• Limited communication regarding changes in the organisation
• Limited communication to hand over the
patients’ case, causing redundant work and patients’ cost
• Ineffective communication among service
officers both verbally (unclear/ inaccurate
messages) and nonverbally (facial expression,
tone of voice, gestures), causing poor service
delivery
• Limited communication and training about
newly introduced technology, e.g. e-clinical
• Limited collaboration among related teams,
focusing only on own tasks
• Be more open to comments and opinions to
develop better service
• Limited collaboration to solve work issues, • No one takes accountability when issues arise
• Inadequate sense of teamwork and sympathy
to help each other to achieve team’s goals
Proprietary & Confidential 20
RWA3 analysis focuses on the areas you should take action in order to boost the employee engagement
Proprietary & Confidential 21
While limited ‘collaboration’ and unclear ‘processes and procedures’ are key priorities for improvement, actions from ‘Leadership’ and certain aspects of ‘People Management’ are also issues to take good care. (1/2)
Rank Dimension Item % Favorable Thailand - Mid Year
(2014-2017)
1 Collaboration My coworkers work independently to achieve KPI only for themselves
9 Collaboration I do not see strong cooperation between physicians, nurses and medical support in my department.
12 Collaboration The communication across different departments at Organization is effective
2 Enabling Infrastructure Our processes and procedures are unclear and not support me to work well
4 Enabling Infrastructure I feel I do not get adequate support from our HR department, whenever required
3 Senior Leadership I see the organization actively takes actions from the result of the previous employee engagement survey to improve the engagement level
15 Senior Leadership Senior leadership rarely walk the talk and employee rarely meet them
5 Career Opportunities I do not know what career opportunities are available to me
6 Rewards & Recognition I am paid fairly for the contributions I make to the organization’s success
8 Rewards & Recognition My performance has a significant impact on my pay
10 Rewards & Recognition Overall, this organization's benefit plan meets my (and my family’s) needs well
14 Rewards & Recognition If this organization does well, I will appropriately share in its financial success
-28
-4
-6
-9
-1
-3
-5
-7
-3
-4
38%
52%
57%
46%
51%
53%
59%
49%
47%
52%
57%
58%
Proprietary & Confidential 22
While limited ‘collaboration’ and unclear ‘processes and procedures’ are key priorities for improvement, actions from ‘Leadership’ and certain aspects of ‘People Management’ are also issues to take good care. (2/2)
Rank Dimension Item % Favorable Thailand - Mid Year
(2014-2017)
7 Performance Management I do not understand how my work goals relate to the organization's goals
11 BU/Division Leadership Division Director / Manager rarely walk the talk and employee rarely meet them
13 Brand This organization delivers on the promises it makes to its employees
-9
-2
57%
57%
58%
Proprietary & Confidential 23
Dimension priorities for improvement are similar in most groups.
Rank Dimension Item BDMS Group1 Group2 Group3 Group4 Group5 (PYT)
Group5 (Paolo)
Group6 Group7 Non-hospital
1 Collaboration My coworkers work independently to achieve KPI only for themselves
x x x x x x x x x x
2 Enabling Infrastructure
Our processes and procedures are unclear and not support me to work well
x x x x x x x x x x
3 Senior Leadership
I see the organization actively takes actions from the result of the previous employee engagement survey to improve the engagement level
x x x x x x x x x x
4 Enabling Infrastructure
I feel I do not get adequate support from our HR department, whenever required
x x x x x x x x x x
5 Career Opportunities
I do not know what career opportunities are available to me
x x x x x x x x x x
6 Rewards & Recognition
I am paid fairly for the contributions I make to the organization’s success
x x x x x x x x x
7 Performance Management
I do not understand how my work goals relate to the organization's goals
x x x x x x x x x x
8 Rewards & Recognition
My performance has a significant impact on my pay
x x x x x x x x x x
9 Collaboration I do not see strong cooperation between physicians, nurses and medical support in my department.
x x x x x x x x x x
10 Rewards & Recognition
Overall, this organization's benefit plan meets my (and my family’s) needs well x x x x x x x
11 BU/Division Leadership
Division Director / Manager rarely walk the talk and employee rarely meet them
x x x x x x x
12 Collaboration The communication across different departments at Organization is effective
x x x x x x x
13 Brand This organization delivers on the promises it makes to its employees
x x x x x x x x x
14 Rewards & Recognition
If this organization does well, I will appropriately share in its financial success
x x x x x x
15 Senior Leadership
Senior leadership rarely walk the talk and employee rarely meet them
x x x x x x x
Proprietary & Confidential 24
Some priorities for improvement are unique and to be taken care by each group.
BDMS
• Career Opportunities: This organization provides a great opportunity for people to do job rotation
• Enabling Infrastructure: HR department is proactive in setting HR strategies and guidelines that are necessary to meet the hospital's business in the future.
• Senior Leadership: Senior leadership is open and honest in communication
• Enabling Infrastructure: This organization provides the support I need to develop ideas that will help make it more successful
Group 1
• Career Opportunities: My future career opportunities here look good
• Rewards & Recognition: I receive appropriate recognition (beyond my pay and benefits) for my contributions and accomplishments
Group 2
• Career Opportunities: This organization provides a great opportunity for people to do job rotation
• Career Opportunities: My future career opportunities here look good
Group 3
• Career Opportunities: My future career opportunities here look good
• Brand: I can clearly explain what makes working here different from other organizations
Group 4
• Career Opportunities: This organization provides a great opportunity for people to do job rotation
• Rewards & Recognition: I receive appropriate recognition (beyond my pay and benefits) for my contributions and accomplishments
Group 5 (Phyathai)
• Career Opportunities: This organization provides a great opportunity for people to do job rotation
• Enabling Infrastructure: HR department is proactive in setting HR strategies and guidelines that are necessary to meet the hospital's business in the future.
Group 5 (Paolo)
• (All priorities are identical BDMS Group)
Group 6
• Enabling Infrastructure: HR department is proactive in setting HR strategies and guidelines that are necessary to meet the hospital's business in the future.
Group 7
Enabling Infrastructure: HR department is proactive in setting HR strategies and guidelines that are necessary to meet the hospital's business in the future.
Non-hospital
• Career Opportunities: This organization provides a great opportunity for people to do job rotation
• Career Opportunities: My future career opportunities here look good
Proprietary & Confidential 25
In summary, the areas to IMPROVE are in ‘Collaboration’, ‘Enabling Infrastructure’, ‘People Management’, and ‘Leadership’.
Collaboration
Enabling Infrastructure
Leadership
People Management
Areas to IMPROVE Areas to REVIEW & BUILD ON
• Lack of collaboration to achieve shared KPIs
• Limited cooperation between physicians,
nurses, and medical support
• Unclear processes and procedures
• inadequate support from HR
• Unclear understanding of linkage between
own goals and organisation’s goals
• Unclear career opportunities
• Fair pay to the contribution
• Impact of performance on pay
• Senior leadership and BU/ Division leadership
rarely walk the talk and be approachable
• Delivering on the promises made to the
employees
• Benefit plan meets employees’ needs
• Financial share from organisation’s success
• Ineffective communication across departments
• Senior leadership seriously takes actions to
improve the engagement level
Proprietary & Confidential 27
There is no significant score difference between male and female in most group except Non-hospital group where male is less engaged.
61%
67%
51%
63%
49%
63%
78%
70%
53%
68%
32%
61%
55%
50%
67%
44%
63%
77%
72%
52%
65%
49%
20%
30%
40%
50%
60%
70%
80%
90%
BDMS Group BDMS Group1 Group2 Group3 Group4 Group5
Phyathai
Group5 Paolo Group6 Group7 Group Non-
hospital
En
ga
ge
me
nt
Sco
re
Gender
Male
Female
Proprietary & Confidential 28
Senior employees are highly engaged in all groups, but most employees from 20 to 34 years old seem to be less engaged.
57%
50%
61%
42%
61%
67% 65%
53%
62%
37%
55%
47%
42%
61%
37%
59%
73%
65%
48%
62%
36%
64%
57%
54%
71%
51%
69%
81%
78%
53%
71%
48%
74%
67% 65%
76%
61%
72%
86%
83%
63%
74%
47%
82% 80%
75%
81%
71%
88% 90%
82%
65%
93%
30%
40%
50%
60%
70%
80%
90%
100%
BDMS Group BDMS Group1 Group2 Group3 Group4 Group5
Phyathai
Group5 Paolo Group6 Group7 Group Non-
hospital
En
ga
ge
me
nt
Sco
re
Age
Less than 20 years of age
Greater than 20 years up to 24
Greater than 24 years up to 34
Greater than 34 years up to 44
Greater than 44 years up to 54
54 years and above
Remark: No demographic results shown in some groups due to less than 10 respondents.
Proprietary & Confidential 29
While most employees with more than 19 YoS are more engaged in most groups, employees with 6 months up to 9 years of service are likely to be less engaged.
30%
40%
50%
60%
70%
80%
90%
100%
BDMS Group BDMS Group1 Group2 Group3 Group4 Group5
Phyathai
Group5 Paolo Group6 Group7 Group Non-
hospital
En
ga
ge
me
nt
Sco
re
Year of Service
Less than 6 months
6 months to 2 years
Greater than 2 years up to 5 years
Greater than 5 years up to 9 years
Greater than 9 years up to 14
Greater than 14 years up to 19
Greater than 19 years up to 24
25 years and above
Remark: No demographic results shown in some groups due to less than 10 respondents.
Proprietary & Confidential 30
Most employees with education lower than Bachelor’s degree are likely to be more engaged than those with higher education background.
81%
71% 72%
44%
70%
88% 90%
82% 82%
68%
61%
72%
46%
68%
80%
72%
56%
84%
67%
62%
67%
49%
67%
79%
70%
62%
73%
58%
81%
46%
64%
43%
61%
75%
69%
50%
64%
41%
58%
43%
52%
65%
57%
69%
72%
75%
50%
55%
41%
68%
60%
30%
40%
50%
60%
70%
80%
90%
100%
BDMS Group BDMS Group1 Group2 Group3 Group4 Group5
Phyathai
Group5 Paolo Group6 Group7 Group Non-
hospital
En
ga
ge
me
nt
Sco
re
Education
Primary School
High School
Diploma
Bachelor's degree
Master's degree
*PhD
Remark: No demographic results shown in some groups due to less than 10 respondents.
Proprietary & Confidential 31
While Management group is the most engaged in most groups, the Clinical Officer group is the hot spot to take care.
Remark: No demographic results shown in some groups due to less than 10 respondents.
72%
62% 61%
79%
65%
74%
85%
80%
70%
74%
33%
52%
42%
60%
36%
57%
70%
64%
46%
63%
54%
72%
44%
66%
77%
68%
58%
70%
54%
40%
68%
32%
57%
63% 63%
45%
60%
65%
58%
72%
52%
72% 72% 73%
55%
80%
63%
58%
54%
62%
49%
64%
83%
76%
49%
65%
42%
30%
40%
50%
60%
70%
80%
90%
BDMS Group BDMS Group1 Group2 Group3 Group4 Group5
Phyathai
Group5 Paolo Group6 Group7 Group Non-
hospital
En
ga
ge
me
nt
Sco
re
Job Group
Management
RN
PN / NA / Patient Assistant
Clinical Officer
Assistant Clinical Officer
Non – Clinical Officer
Proprietary & Confidential 32
Most HOD/ Department Managers and Division Managers are highly engaged; on the contrary, Officers appear to be least engaged in most groups.
67%
57%
70%
48%
64%
80%
73%
57%
78%
55% 56%
60%
45%
63%
39%
72% 73%
67%
48%
60%
41%
69%
56%
62%
74%
60%
57%
86%
78%
60%
72%
35%
70%
57%
50%
78%
65% 66%
82%
86%
67%
74%
58%
79%
50%
78%
97%
57%
79%
71%
78%
65%
70%
59%
74%
30%
40%
50%
60%
70%
80%
90%
100%
BDMS Group BDMS Group1 Group2 Group3 Group4 Group5
Phyathai
Group5
Paolo
Group6 Group7 Group Non-
hospital
En
ga
ge
me
nt
Sco
re
Job Level
Staff
Officer
HOD/Department Manager & Deputy/Asst.
Division Manager & Deputy/Asst.
Director & Deputy/Asst.
Executives
Proprietary & Confidential 34
RWA3 analysis focuses on the areas you should take action in order to improve the engagement
Proprietary & Confidential 35
While limited ‘collaboration’ and unclear ‘processes and procedures’ are key priorities for improvement, actions from ‘Leadership’ and certain aspects of ‘People Management’ are also issues to take good care. (1/2)
Rank Dimension Item % Favorable Thailand - Mid Year
(2014-2017)
1 Collaboration My coworkers work independently to achieve KPI only for themselves
9 Collaboration I do not see strong cooperation between physicians, nurses and medical support in my department.
12 Collaboration The communication across different departments at Organization is effective
2 Enabling Infrastructure Our processes and procedures are unclear and not support me to work well
4 Enabling Infrastructure I feel I do not get adequate support from our HR department, whenever required
3 Senior Leadership I see the organization actively takes actions from the result of the previous employee engagement survey to improve the engagement level
15 Senior Leadership Senior leadership rarely walk the talk and employee rarely meet them
5 Career Opportunities I do not know what career opportunities are available to me
6 Rewards & Recognition I am paid fairly for the contributions I make to the organization’s success
8 Rewards & Recognition My performance has a significant impact on my pay
10 Rewards & Recognition Overall, this organization's benefit plan meets my (and my family’s) needs well
14 Rewards & Recognition If this organization does well, I will appropriately share in its financial success
-28
-4
-6
-9
-1
-3
-5
-7
-3
-4
38%
52%
57%
46%
51%
53%
59%
49%
47%
52%
57%
58%
Proprietary & Confidential 36
While limited ‘collaboration’ and unclear ‘processes and procedures’ are key priorities for improvement, actions from ‘Leadership’ and certain aspects of ‘People Management’ are also issues to take good care. (2/2)
Rank Dimension Item % Favorable Thailand - Mid Year
(2014-2017)
7 Performance Management I do not understand how my work goals relate to the organization's goals
11 BU/Division Leadership Division Director / Manager rarely walk the talk and employee rarely meet them
13 Brand This organization delivers on the promises it makes to its employees
-9
-2
57%
57%
58%
Proprietary & Confidential 37
In summary, the areas to IMPROVE are in ‘Collaboration’, ‘Enabling Infrastructure’, ‘People Management’, and ‘Leadership’.
Collaboration
Enabling Infrastructure
Leadership
People Management
Areas to IMPROVE Areas to REVIEW & BUILD ON
• Lack of collaboration to achieve shared KPIs
• Limited cooperation between physicians,
nurses, and medical support
• Unclear processes and procedures
• inadequate support from HR
• Unclear understanding of linkage between
own goals and organisation’s goals
• Unclear career opportunities
• Fair pay to the contribution
• Impact of performance on pay
• Senior leadership and BU/ Division leadership
rarely walk the talk and be approachable
• Delivering on the promises made to the
employees
• Benefit plan meets employees’ needs
• Financial share from organisation’s success
• Ineffective communication across departments
• Senior leadership seriously takes actions to
improve the engagement level
Proprietary & Confidential 38
Recommendations: Improving the employee engagement is not responsible by any one leader or HR but ALL.
Collaboration (All employees)
• Provide constructive ideas for the
engagement improvement plan
• Focus on both individual KPIs and
team goals
• Actively share knowledge and skills
using existing collaboration tools in
a constructive manner
• Seek for advice regarding the
development and opportunities for
career growth
People Management (HR)
Excellent HR Support
• Assign dedicated HR partners to support each BU
• Enhance the skills for HR team regarding HR knowledge and service
delivery
• Initiate Collaboration mindset
Career Opportunities
• Communicate career opportunities via internal channels and drive to
promote from within and job rotation
• Provide career counselling for employees
Performance Management
• Provide PMS training to supervisors and employees, from goal setting,
monitoring, evaluating, and rewarding
Rewards & Recognition
• Review reward structure regularly and ensure both internal and external
competitiveness
• Initiate ways to do non-monetary recognition, e.g. employee of the month
People Management (Managers/ Supervisors)
Engagement Improvement
• Develop team’s engagement improvement plan, involving all team members to share their ideas
• Inspire the sense of teamwork and collaboration among team members and
across teams to achieve common goals
Career Opportunities
• Provide coaching for development and career growth
• Promote from within and do job rotation within the team where applicable
for team development
• Encourage knowledge sharing within or across related team
Performance Management
• Make clear goal setting for both team and individual KPIs
• Evaluate performance with fairness and transparency, distinguishing
between high and average performers
Rewards & Recognition
• Recognise the team for good performance or any achievements
• Be open and conduct 2-way communication regularly to update team
changes or success
• Regularly check the team’s engagement by asking how the team members feel
Leadership (Group/ BU Head)
• Make the engagement improvement as one of the strategic plan and implement to improve the overall group priorities
• Delegate each group to develop own engagement improvement plan, especially the group with low score
• Continually monitor the implementation progress and communicate to the employees to acknowledge the taken actions and improvement
Enabling Infrastructure
• Identify the unclear processes and procedures; review, update, and make them accessible for the users through various channels, e.g. intranet, shared drive, library, etc.
• Enhance supporting channels from HR, e.g. hotline, live chat, HRBP, HR line group, etc.
• Promote the use of existing collaboration tools within the organisation to share knowledge, skills, and useful information
Proprietary & Confidential 39
ข้อมูลเพือ่ตดิตอ่
Nilnatre Saiviwat
Senior Consultant
Aon Hewitt Thailand
+668 9 164 4163
Thanyachit Yaemwajee
Consultant
Aon Hewitt Thailand
+669.6942.9895