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Employee Opinion Survey

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Presentation on theme: "Employee Opinion Survey"— Presentation transcript:

1 Employee Opinion Survey
UCSD Health System Employee Opinion Survey Overview

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

3 Survey Administration
5,936 Employees Invited 4,342 Employees Responded 73% Participation Rate 2012 Administration Period: June – July 2012 2012 Administration Mode: Online Survey Highlight 2010 participation and increase from prior year and discuss why it is important Historical Response Rate Trend

4 Survey Components PERFORMANCE SCALE 1 2 3 4 5 4 Demographic Questions
65 Closed-ended Items 3 Open-ended Items PERFORMANCE SCALE Strongly Disagree Disagree Neutral Agree Strongly Agree 1 2 3 4 5 % Unfavorable % Favorable 4

5 Foundation for Understanding Results

6 Benefits of Higher Workforce Commitment
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

8 Measuring Workforce Commitment
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. 8

9 Organizational Results
Transition Point: Now that we’ve talked about the science, the WFC model, and our approach to driving commitment, let’s now look at your organizational results (systemic level).

10 Action Planning Readiness
Summary of Results Commitment Index 2008 4.04 2010 4.16 2012 4.27 Tier 3 Percentage 33% 27% 24% Action Planning Readiness 82 83 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

11 Organizational Workforce Commitment
UCSD Health System Performance Difference National Healthcare Average National UHC Average 2010 UCSDHS 4.27 +.11 +.13 Natl HC Avg Workforce Commitment Percentile Ranking 2012 2010 82nd 63rd Note – In this presentation GREEN/RED notes a statistically significant difference. National Healthcare Average +/- .04 National University HealthSystem Consortium Average +/- .04 UCSDHS /- .06

12 Measuring Workforce Commitment
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. 4.51 3% +.23 +.25 +.12 55. I would stay with UCSD Health System if offered a similar job elsewhere for slightly higher pay. 3.90 11% +.18 +.19 +.08 41. I am proud to tell people I work for UCSD Health System. 4.52 2% +.16 +.10 63. I would recommend UCSD Health System as a good place to work. 4.29 4% +.11 +.14 65. Overall, I am a satisfied employee. 4.12 6% +.05 +.09 48. I would recommend UCSD Health System to friends or family members who need care. -.04 .00

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

14 Domains and Themes

15 Domain Scores

16 Themes +.04 +.06 -.05 -.11 +.13 Difference from: Theme 2012 UCSDHS
Natl HC Avg Natl UHC Avg 2010 UCSDHS Teamwork 3.93 .00 +.04 Caring 3.97 -.02 +.05 Quality 4.25 -.01 +.03 +.06 Creativity 4.07 +.02 Integrity 3.78 -.05 -.11 Fair Compensation 3.61 +.13

17 Key Driver Analysis

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

19 Key Driver Analysis -.04 +.07 +.10 +.06 +.11 +.08 -.17 -.12 +.20 +.13
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.* MGR 4.20 8% -.04 -.02 +.03 42. My job makes good use of my skills and abilities.* EMP 4.24 7% +.07 +.10 26. I like the work I do.* 4.57 2% +.06 +.11 22. UCSD Health System provides high-quality care and service.* ORG 4.34 +.08 58. I have confidence in senior management’s leadership. 3.66 15% -.17 -.12 -.01 52. My work unit uses our existing technology and equipment effectively. 4.22 6% +.20 N/A +.13 21. I am satisfied with my benefits.* 4.13 +.44 +.38 +.12 30. The amount of job stress I feel is reasonable. 3.44 23% -.05 * Denotes item on your 2010 survey

20 Comparisons to Normative Data

21 Highest Performing Items
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. ORG 4.13 7% +.44 +.12 52. My work unit uses our existing technology and equipment effectively. EMP 4.22 6% +.20 +.13 27. UCSD Health System makes every effort to deliver safe, error-free care to patients. 4.42 3% +.09 6. UCSD Health System values and respects employees from different backgrounds and cultures. 4.24 5% +.07 +.06 42. My job makes good use of my skills and abilities. 28. My pay is fair compared to other healthcare employers in this area. 3.48 21% +.25 62. I am satisfied with the information I receive about what is going on at UCSD Health System. 4.01 KD = Key Driver KD KD KD

22 Lowest Performing Items
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. ORG 3.22 32% -.17 -.04 58. I have confidence in senior management’s leadership. 3.66 15% -.01 31. I get the training I need to do a good job. 3.86 12% -.16 .00 59. Senior management pays close attention to patient satisfaction. 4.10 6% -.12 -.06 56. Senior management's actions support UCSD Health System’s focus on clinical excellence. 3.89 10% -.11 +.01 KD = Key Driver KD

23 Most Improved Items +.25 +.07 +.13 +.09 +.20 +.12 +.44 KD KD
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. ORG 3.48 21% +.25 +.07 27. UCSD Health System makes every effort to deliver safe, error-free care to patients. 4.42 3% +.13 +.09 52. My work unit uses our existing technology and equipment effectively. EMP 4.22 6% +.20 21. I am satisfied with my benefits. 4.13 7% +.12 +.44 25. UCSD Health System supports me in balancing my work life and personal life. 3.86 12% .00 KD = Key Driver KD

24 Items with Greatest Decline
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. ORG 4.10 6% -.06 -.12 29. My work unit is adequately staffed. 3.22 32% -.04 -.17 16. The actions of the person I report to support UCSD Health System’s focus on clinical excellence. MGR 4.15 7% -.03 -.09 15. I am involved in decisions that affect my work. 3.73 15% -.02 +.02 8. The person I report to cares about my job satisfaction. 3.98 12% -.01 -.07 30. The amount of job stress I feel is reasonable. EMP 3.44 23% -.05 57. The person I report to gives me useful feedback. 3.93 11% -.08 58. I have confidence in senior management’s leadership. 3.66 KD = Key Driver KD

25 Comment Analysis

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

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

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

29 Work Unit Results

30 Morehead’s Model of Workforce Commitment™
High Performance Organization Workforce Commitment Organization Domain Manager Domain Employee Domain Tier Score Key Points: “To help organizations understand the experiences that frame employee commitment and engagement, Morehead has developed an empirical model based on broad research across the United States.” “The model shown illuminates key organizational factors that influence employee commitment and engagement with the health system.” “Using various statistical techniques, we’ve been able to determine the experiences employees have, and we find these experiences can be segmented into three domains: experiences they have with the organization experiences they have regarding their immediate manager experiences regarding their fellow employees”

31 Morehead’s Tier Report
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

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

33 Morehead’s Tier Report
Historical Tier Movement 46 WU 71 WU 100 WU 94 WU 55 WU 53 WU Tier 1 = Power Items Score™ ≥ 4.15 Tier 2 = Power Items Score™ ≥ 3.80 and < 4.15 Tier 3 = Power Items Score™ < 3.80

34 Morehead’s Model of Workforce Commitment™
High Performance Organization Workforce Commitment Organization Domain Manager Domain Employee Domain Action Planning Readiness (APR) Key Points: “To help organizations understand the experiences that frame employee commitment and engagement, Morehead has developed an empirical model based on broad research across the United States.” “The model shown illuminates key organizational factors that influence employee commitment and engagement with the health system.” “Using various statistical techniques, we’ve been able to determine the experiences employees have, and we find these experiences can be segmented into three domains: experiences they have with the organization experiences they have regarding their immediate manager experiences regarding their fellow employees”

35 Morehead’s Action Planning Readiness Score™
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

36 Morehead’s Action Planning Readiness 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 UCSDHS 2012 APR Score 83 UCSDHS 2010 APR Score= 83

37 Morehead’s Action Planning Readiness Score™
UCSDHS 2012 APR Score Distribution 64 WU 77 WU 45 WU 21 WU 11 WU Well Prepared Prepared Somewhat Prepared Less Prepared Not Prepared

38 Key Areas to Celebrate

39 Key Areas to Celebrate Commitment Index is now at the 82nd 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 Best Practices for Senior Leadership
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

42 Action Planning Roles and Responsibilities
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

43 Action Planning Roles and Responsibilities
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

44 Rollout Activities

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

46 Discussion & Questions


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