Hamtramck Employee Engagement Leadership Initiative

Why is Employee Engagement So Important?

The Value of Engagement is RealAfter researching 132 Fortune 500 Companies that utilized Gallup’s Employee

Engagement process we came up with the following business outcomes

Turnover : - 26%

Customer Satisfaction :+ 12 percentage points

Safety Expenditure : - 48%

Productivity per Employee : +11%

Innovation (ideas and dollar value) : 2.6x & 3x

Engaged Workgroup Profitability : +15%

AnnualizedNet Gain

Employee Engagement Outcomes

Top quartile compared to bottom quartile

-51% -51%

-62%

12%18%

12%

-31%-27%

-70%

-60%

-50%

-40%

-30%

-20%

-10%

0%

10%

20%

30%Turnover

Absenteeism ShrinkageSafety

Incidents

Customer Productivity Profitability

Difference between engaged and actively disengaged employees in unexcused absences

High- Turnover

Orgs.

Low- Turnover

Orgs.

-680,000 employees-24,000 business units-125 companies-37 industries

Companies in the most engaged quartile have significantlybetter performance than those in the least engaged quartile

($600,000)

($400,000)

($200,000)

$0

$200,000

$400,000

$600,000

$800,000

Most Engaged

2nd Quartile

3rd Quartile

Least EngagedQuartile

.

Employee Engagement Correlates with Malpractice Payments

Hospitals in the most engaged quartile pay $1,120,000 less in annual malpractice claims than hospitals in the least engaged quartile.

3.28 3.33

3.683.80

3.23.43.63.84.0

Year One Year Two Year Three Year Four

Results — Workplace Engagement

Results — Nurse Turnover

Employee Engagement is Directly Related to Nurse Turnover

32.9%23.2%

13.8%

0%

20%

40%

Year One Year Two Year Three*360 Bed Facility *360 Bed Facility

(< 2.27) (2.27 -4.60) (>4.60) Bottom 25% Middle 50% Top 25%

-11.7%

-3.0%

17.5%

-1.4%

3.7%

18.9%

-20%

-10%

0%

10%

20%

30%

Out Patient

In Patient

In-patient/Out-patient Admissions by PhysiciansChange over previous year across national hospital system

CE11 GM:

Ave

rage

Cha

nge

Highly engaged physicians increased their level of admissions over the following year. - Disengaged physicians decreased their admissions.

16%

Engaged NotEngaged

ActivelyDisengaged

30% 54%

Engaged NotEngaged

ActivelyDisengaged

Loyal, Psychologically Committed, More Productive,

Higher Retention

Productive but Not Psychologically Connected, More Missed Days, More

Likely to Leave

Physically Present but Psychologically Disruptive, Unhappy and Insist on Sharing Their Unhappiness with

Others

Three Employees (US)

Observations:Observations:What makes Hamtramck unique?What makes Hamtramck unique?

Provides service to the most cultural diverse community in the tri-county area.

Staff has diverse differences (generational, cultural, educational, etc.) which are often times misunderstood.

Press-Ganey scores are lowest in D-OC region and HFMG. Located in a high Medicaid/Medicare, high female area. Site lacks consistency:

– Contractual arrangements– Administrative leadership– Provider turnover

Low turnover in support staff, in need of being re-energized and engaged.

Observations:Observations:Is our leadership Is our leadership engagedengaged??

Read a book called Engaged Leadership, By: Clint Swindall.

12 challenges to engaged leadership

Began brainstorming about leadership, engagement vs. satisfaction, our employees and site, and program development.

Engaged LeadershipEngaged Leadership12 Challenges12 Challenges

Directional Leadership Recruit support from the top 26 percent. Prepare the organization for change. Let them know how they contribute. Constantly communicate

Motivational Leadership Lead with positive motivation. Celebrate small successes. Encourage life balance for all employees. Create a fair work environment.

Organizational Leadership Identify and position the appropriate talent. Build a bridge between generations. Move toward real empowerment. Establish a strategy to maintain success.

Site LeadershipSite LeadershipMissionMission

To guide our colleagues and site from where they are, to where they have not been but have the ability to get to.

To be a “point of influence” for our colleagues in a positive, engaging way that encourages and empowers them to be innovative, make positive changes, have a voice and grow as a leader.

Site Leadership Site Leadership VisionVision

To develop a program to incorporate engaged leadership and the system employee engagement initiative into one big initiative.

To allow each employee to have ownership over something that truly affects the Hamtramck clinic and the work they do on a daily basis.

Motivate and support each employee to use their talents and the system’s tools to contribute to the success of the Hamtramck clinic.

Initiative ObjectivesInitiative Objectives Understand and engage with the culturally diverse

community to better serve their needs. Work to identify and value the diverse differences within

our work team to strengthen our clinical and financial outcomes.

Engage in patient and staff initiatives focused around service excellence, goal setting, staff morale, engagement, quality/safety, process improvement to enhance Press-Ganey scores.

Communicate, develop, and inform staff effectively and efficiently to re-energize and engage all staff to enhance their knowledge base and grow as leaders.

Hamtramck Leadership RolesHamtramck Leadership Roles

Employee Engagement Liaison

Morale Manager Social Supervisor Effective Communication

Coach Service Excellence

Supervisor Work/Life Balance Coach Generation Gap Guru Medical Mentor

Diversity Director Seven Pillars Police Human Resources Officer Quality/Safety Supervisor Process Improvement

Perfectionist Community Benefit Officer Leadership and

Development Director Health and Wellness

Coordinator Vitality Liaison

Guiding Principles…Guiding Principles… Roles determined by randomization. Job description and roles/responsibilities/expectations are

determined by the leader in that role. Report Outs:

Bi-annually each leader reports out at a monthly all-building staff meeting (2x/year)

Quarterly update meetings with Site Admin./RN Supervisor (4x/year):– Evaluation Process – PDCA (Plan, Do, Check, Act)– Positive Feedback– Opportunities for Improvement– Improvement Strategies– Future I’s – Innovations, Initiatives, and Ideas

On-going “mini” update huddles EffortEffort will be documented on annual performance review Leadership role will change annually.

Where are we now…Where are we now… Roles were chosen the 2nd week in April. A 2-week brainstorm period was given. Job description, roles, responsibilities, expectations, and

future innovations have been documented and reviewed by Site Admin/RN Supervisor.

April report-outs have occurred, May 20th is the next scheduled report-out date for two leaders.

Engagement through leadership has definitely began especially by the early adopters who are having a positive influence on co-workers.

Metrics to measure success of initiative will be defined in the upcoming weeks.

THANK YOU!THANK YOU!Any Questions?Any Questions?

THANK YOU!THANK YOU!Any Questions?Any Questions?