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UCSD Health System Employee Opinion Survey Overview.

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Presentation on theme: "UCSD Health System Employee Opinion Survey Overview."— Presentation transcript:

1 UCSD Health System Employee Opinion Survey Overview

2 Introduction Understanding Survey Results Organizational Results o Commitment o Comparisons to Normative Data Work Unit Results o Tier Designations o Action Planning Readiness Recommendations Tools, Resources, and Roll-out Today’s Agenda 2

3 Survey Administration Administration Period: June – July Administration Mode: Online Survey 5,936 Employees Invited 4,342 Employees Responded 73% Participation Rate Historical Response Rate Trend

4 Survey Components PERFORMANCE SCALE 4 65 Closed-ended Items 4 Demographic Questions 3 Open-ended Items NeutralAgreeStrongly Agree Strongly Disagree % Unfavorable% Favorable

5 Foundation for Understanding Results

6 Benefits of Higher Workforce Commitment 6 Morehead defines Workforce Commitment as… Engaged and willing to exert additional effort Demonstrating energy and enthusiasm for their work Loyalty to the organization – greater likelihood to stay employed Pride in the organization and willingness to recommend the organization as a place to work and to receive care Greater overall satisfaction The Benefits are… More satisfied patients Improved productivity Increased cultural commitment Higher quality outcomes Stronger financial performance More positive image in the community

7 Morehead’s Model of Workforce Commitment ™ High Performance Organization Workforce Commitment Organization Domain Manager Domain Employee Domain 7

8 I am proud to tell people I work for UCSD Health System. I would recommend UCSD Health System to friends or family members who need care. I would like to be working at UCSD Health System three years from now. I would stay with UCSD Health System if offered a similar job elsewhere for slightly higher pay. I would recommend UCSD Health System as a good place to work. Overall, I am a satisfied employee. Measuring Workforce Commitment 8

9 Organizational Results

10 Summary of Results Commitment Index Tier 3 Percentage 33% 27% 24% Action Planning Readiness Top Key Drivers Respect for manager’s abilities Job makes good use of skills/abilities Employees liking their work Key Demographics Clinical Professional Non-clinical Professional Weekend Shift High Performing Items Satisfaction with benefits Effective use of technology/equipment UCSD provides safe, error-free care Low Performing Items Staffing Confidence in Senior Leadership Receive necessary training for job 10

11 Note – In this presentation GREEN/RED notes a statistically significant difference. National Healthcare Average +/-.04 National University HealthSystem Consortium Average +/-.04 UCSDHS / Organizational Workforce Commitment UCSD Health System Performance Difference National Healthcare Average National UHC Average 2010 UCSDHS Natl HC Avg Workforce Commitment Percentile Ranking nd 63 rd

12 Difference from: Workforce Commitment Item 2012 UCSDHS % Unfav Natl HC Avg Natl UHC Avg 2010 UCSDHS 51. I would like to be working at UCSD Health System three years from now % I would stay with UCSD Health System if offered a similar job elsewhere for slightly higher pay % I am proud to tell people I work for UCSD Health System % I would recommend UCSD Health System as a good place to work % Overall, I am a satisfied employee % I would recommend UCSD Health System to friends or family members who need care % Measuring Workforce Commitment 12

13 Employee Engagement/Commitment Scores Note – National Healthcare Average based on Morehead’s 6 commitment items. 13

14 Domains and Themes

15 Domain Scores 15

16 Themes 16 Difference from: Theme 2012 UCSDHS Natl HC Avg Natl UHC Avg 2010 UCSDHS Teamwork Caring Quality Creativity Integrity Fair Compensation

17 Key Driver Analysis

18 18 Key Drivers of Workforce Commitment Survey Items Workforce Commitment/Engagement Determines the impact of individual survey items (topics) on an outcome of interest (e.g., Workforce Commitment) Illuminates the items that significantly impact or “drive” Workforce Commitment Based on multiple regression techniques

19 Key Driver Analysis 19 Difference from: KEY DRIVERS of Workforce Commitment (in order of influence) Domain 2012 UCSDHS % Unfav Natl HC Avg Natl UHC Avg 2010 UCSDHS 50. I respect the abilities of the person to whom I report.* MGR4.208% My job makes good use of my skills and abilities.* EMP4.247% I like the work I do.*EMP4.572% UCSD Health System provides high-quality care and service.* ORG4.342% I have confidence in senior management’s leadership. ORG3.6615% My work unit uses our existing technology and equipment effectively. EMP4.226% +.20 N/A I am satisfied with my benefits.* ORG4.137% The amount of job stress I feel is reasonable. EMP3.4423% * Denotes item on your 2010 survey

20 Comparisons to Normative Data

21 Difference from: HIGHEST PERFORMING ITEMS Compared to the National Healthcare Average Domain 2012 UCSDHS % Unfav Natl HC Avg 2010 UCSDHS 21. I am satisfied with my benefits.ORG4.137% My work unit uses our existing technology and equipment effectively. EMP4.226% UCSD Health System makes every effort to deliver safe, error-free care to patients. ORG4.423% UCSD Health System values and respects employees from different backgrounds and cultures. ORG4.245% My job makes good use of my skills and abilities. EMP4.247% My pay is fair compared to other healthcare employers in this area. ORG3.4821% I am satisfied with the information I receive about what is going on at UCSD Health System. ORG4.017% +.07 KD = Key Driver Highest Performing Items 21 KD

22 Difference from: LOWEST PERFORMING ITEMS Compared to the National Healthcare Average Domain 2012 UCSDHS % Unfav Natl HC Avg 2010 UCSDHS 29. My work unit is adequately staffed.ORG3.2232% I have confidence in senior management’s leadership. ORG3.6615% I get the training I need to do a good job. ORG3.8612% Senior management pays close attention to patient satisfaction. ORG4.106% Senior management's actions support UCSD Health System’s focus on clinical excellence. ORG3.8910% Lowest Performing Items 22 KD = Key Driver KD

23 Most Improved Items 23 Difference from: MOST IMPROVEMENT Compared to your 2010 Survey Domain 2012 UCSDHS % Unfav 2010 UCSDHS Natl HC Avg 28. My pay is fair compared to other healthcare employers in this area. ORG3.4821% UCSD Health System makes every effort to deliver safe, error-free care to patients. ORG4.423% My work unit uses our existing technology and equipment effectively. EMP4.226% I am satisfied with my benefits.ORG4.137% UCSD Health System supports me in balancing my work life and personal life. ORG3.8612% KD = Key Driver KD

24 Items with Greatest Decline 24 Difference from: GREATEST DECLINE Compared to your 2010 Survey Domain 2012 UCSDHS % Unfav 2010 UCSDHS Natl HC Avg 59. Senior management pays close attention to patient satisfaction. ORG4.106% My work unit is adequately staffed.ORG3.2232% The actions of the person I report to support UCSD Health System’s focus on clinical excellence. MGR4.157% I am involved in decisions that affect my work. MGR3.7315% The person I report to cares about my job satisfaction. MGR3.9812% The amount of job stress I feel is reasonable. EMP3.4423% The person I report to gives me useful feedback. MGR3.9311% I have confidence in senior management’s leadership. ORG3.6615% KD = Key Driver KD

25 Comment Analysis

26 What do you like most about working for UCSD Health System? Open-ended Item Responses 26 Employee Feedback Rate: # Responded=2,950 and % Responded=68% The People Pay and Benefits Pride in and reputation of UCSD Opportunities for learning and career advancement My job Percent of comments by theme

27 What changes or improvements would you like to see in your work unit in the next one to two years? Open-ended Item Responses 27 Employee Feedback Rate: # Responded=2,799 and % Responded=64% Address staffing issues Update facility, equipment, technology Improve pay and benefits Promote leadership development Review policies and processes Percent of comments by theme

28 Please provide one suggestion on how to make UCSD Health System a better provider of service to our customers/clients. Open-ended Item Responses 28 Employee Feedback Rate: # Responded=2,377 and % Responded=55% Update facility, equipment, technology Address staffing issues Review policies and processes Focus on quality customer care and patient service Encourage teamwork and promote positive attitudes Percent of comments by theme

29 Work Unit Results

30 Morehead’s Model of Workforce Commitment ™ 30 High Performance Organization Workforce Commitment Organization Domain Manager Domain Employee Domain Tier Score

31 Based on 15 Power Items within the survey Power Items are used consistently across Morehead clients Power Items include cross-section of questions from Organizational, Manager, and Employee domains A measurement of the overall Work Unit, not just the Manager Morehead’s Tier Report 31

32 High Survey Scores: minimal action planning activities Average Survey Scores: action planning activities typically required Low Survey Scores: significant action planning activities Maintain Tier 1 status, assist Managers of Tier 3 and Tier 2 work units with action planning best practices Achieve Tier 1 status through action plan development/ implementation Achieve Tier 2 status through action plan development/ implementation and support by senior leadership and HR/OD Morehead’s Tier Report 32 Typical Expectations

33 Tier 1 = Power Items Score™ ≥ 4.15 Tier 2 = Power Items Score™ ≥ 3.80 and < 4.15 Tier 3 = Power Items Score™ < 3.80 Historical Tier Movement Morehead’s Tier Report WU71 WU100 WU94 WU55 WU53 WU

34 Morehead’s Model of Workforce Commitment ™ 34 High Performance Organization Workforce Commitment Organization Domain Manager Domain Employee Domain Action Planning Readiness (APR)

35 Work unit/group is well prepared to engage in action planning initiatives led by the work unit/group manager/supervisor Work unit/group is somewhat prepared to engage in action planning initiatives led by the work unit/group manager/supervisor Work unit/group is less prepared to engage in action planning initiatives led by the work unit/group manager/supervisor Morehead’s Action Planning Readiness Score™ 35

36 83 UCSDHS 2010 APR Score= 83 Morehead’s Action Planning Readiness Score™ 36 UCSDHS 2012 APR Score The person I report to treats me with respect 88 I respect the abilities of the person to whom I report 87 The person I report to encourages teamwork 86 The person I report to cares about my job satisfaction 81 The person I report to is a good communicator 80 I am involved in decisions that affect my work 75

37 Well Prepared 64 WU77 WU45 WU11 WU21 WU Not Prepared Less Prepared Somewhat Prepared UCSDHS 2012 APR Score Distribution Morehead’s Action Planning Readiness Score™ 37 Prepared

38 Key Areas to Celebrate

39 39 Commitment Index is now at the 82 nd percentile All aspects of commitment (pride, loyalty, recommending for care and as a good place to work, and overall satisfaction) have increased since the last survey period All Domain and Theme summary scores have improved since the last survey period 3 of the 5 top scoring items in comparison to the National Healthcare Average are Key Drivers Items related to pay/benefits, delivery of safe error-free care, and support in balancing my work/life balance have improved significantly since 2010 RN satisfaction, Diversity Perceptions and Perceptions of Patient Safety Culture have all increased since 2010

40 Feedback and Action Planning: The Basics

41 Select items for systemic interventions (concerns or issues identified across the organization) Connect survey results to major initiatives − Values in Practice (VIP) − 2017 Strategic Plan − Patient satisfaction and clinical outcomes Establish accountability for improvement on senior teams − define goals and milestones − make direct connections with middle management − allocate necessary resources − involve HR/OD and frontline employees in the process Continue to evaluate progress − staff meetings and media channels − create a culture of frequent measurement- pulse surveys and annual census surveying – combined with acting on results Best Practices for Senior Leadership 41

42 Work Unit Management Study work unit results Involve senior leaders in discussing and planning for action from the beginning Communicate results to all employees Lead work unit in identifying issues that are strengths and concerns Facilitate development of action plans and improvement strategies Enter specific action plans into the Action Planning tool Communicate action plans to senior management Monitor progress of action plans Action Planning Roles and Responsibilities 42

43 Employees Participate in work unit feedback and action planning meetings Support open and honest communication Help prioritize work unit issues by identifying issues that are strengths and issues that are concerns Participate in developing work unit action plans Complete action planning tasks as assigned Action Planning Roles and Responsibilities 43

44 Rollout Activities

45 45 ActivityDate Executive and Leader Briefings on Organizational Results August 22 nd /23 rd Human Resources Steering Committee (E-SMT) discuss organizational prioritiesAugust 22 nd Work unit results are released to ManagersWeek of August 20 th Managers discuss results with work units and develop action plans September and October Record action plans using the web-based Action Planning SystemOctober 31 st Implement action plans and report on progress Ongoing

46 Discussion & Questions


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