Engagement Follow-up Resources

Engagement Follow-up Activities Engagement Follow-up Overview Recommended First Step: Complete 9-Box Analysis Recommended Recognition and Best Practice Sharing Recommended Custom Development Recommended Leader Led Action Planning Tracking Progress

Engagement Follow-up Overview Shared Accountability: Improving engagement requires both top down and bottom up activities. Continuous Focus and Improvement: All leaders and team members play a role in supporting engagement throughout the entire year. Top Down System Executives and Sr. Leaders at each Business Unit address one or more “Key Driver” that aligns across the System or Business Unit Bottom Up Departments or work units (the people closest to the work) address concerns of their work group. Follow-Up Resources Focus We are HERE in the process.

Recommended First Step: Complete 9-Box Analysis One way we look at engagement results at IU Health is to create a 9-Box chart For the team member survey this includes both the Tier Designation and the Action Planning Readiness Score in a single integrated view. For the provider survey this includes both the Engagement Score and the Alignment Score in a single integrated view. The intersection of these two data points can be instructive in considering how a group might begin planning next steps after receiving engagement data. Team Member 9-Box: For teams that fall within cells 1, 2, 3, 4 and 5, some level of custom development and additional outside support from HR or Business Unit leadership may be needed to support the action planning process. Provider 9-Box: For groups that fall within cells 1, 2, 3, 4, 6, and 8 some level of custom development and additional outside support from HR or practice group leadership may be needed to support the action planning process.

Team Member 9-Box (Tier/APR) Action Planning Readiness Tier Less than 70 70 - 79 80 – 100 Tier I Strong scores in general across the 15 Power Items that cross Organization, Manager, and Employee domains. Manager domain expected to be slightly lower given the APR score. Recommend Custom Development Strong scores in general across the 15 Power Items that cross Organization, Manager, and Employee domains, but might have 1-2 Manager domain items that score below 70 Recommend Best Practice Sharing, Recognition, and Potential Mentors Strong scores across the board related to the 15 Power Items that general across the 15 Power Items that cross Organization, Manager, and Employee domains. Strong scores on all APR items. Tier II Moderate to Positive scores across the 15 Power Items that cross all three domains. Manager domain expected to be slightly lower given the APR score. Moderate to Positive scores across the 15 Power Items that cross all three domains. Manager domain expected to be moderate as well given the APR score. Recommend Leader Led Action Planning Moderate to Positive scores across the 15 Power Items that cross all three domains. Manager domain expected to be high given the APR score. Tier III Low scores across the 15 Power Items that cross all three domains. Manager domain expected to be particularly low given the APR score. Low scores across the 15 Power Items that cross all three domains. Manager domain expected to be moderate as well given the APR score. Low scores across the 15 Power Items that cross all three domains. Manager domain expected to be high given the APR score. Organization and/or Employee domain expected to be low.         

Provider 9-Box (Engagement Score/Alignment) 3.46 or lower 3.47 – 3.64 3.65 and above 25th %ile or lower 26th – 50th %ile Above the 50th %ile 4.13 and above Low Alignment score and above the 50th percentile overall Engagement score. Recommend Custom Development and focus on Alignment/Leadership Below average Alignment score and above the 50th percentile overall Engagement score. Above the 50th percentile Alignment score and overall Engagement score. Recommend Leader Led Action Planning 3.91 – 4.12 26th - 50th %ile Low Alignment score and below average overall Engagement score. Below average Alignment score and overall Engagement score. Above the 50th percentile Alignment score and below average overall Engagement score. 3.90 or below 25th %ile or lower Low Alignment score and low overall Engagement score. Below average Alignment score and low overall Engagement score. Above the 50th percentile alignment score and low overall Engagement score.          *Alignment score – a composite score of 6 Leadership domain items including: input into practice decisions, communication of ideas and concerns, responsiveness of leadership to feedback, confidence in leadership, respect, and satisfaction with hospital administration.

Recommended Recognition and Best Practice Sharing Celebrate your team’s success and what is working well What are your best practices? What initiatives or activities have you implemented to improve engagement? Partner with a group or area that could benefit from your expertise If you would be willing to share your best practices or mentor another business unit within the organization please email Andrea Russell, project manger – Organization Effectiveness : arussel9@iuhealth.org

Recommended Custom Development Review survey comments and identify common or related themes Analyze survey trends – i.e. low scoring items or areas of decline Meet with your team to gain additional insights into the survey results Review the Learning Institute Course Catalog to identify applicable leadership courses and offerings Search for ‘Course Catalog’ within the My IU Health team portal Partner with your human resources consultant or supervisor/manager to identify what additional tools and resources may be available to you

Recommended Leader Led Action Planning (SMART Action Planning) SMART is an acronym that represents a framework for creating effective goals. This methodology ensures goals are clear, attainable, and helps transform goals into an actionable plan for results. For optimal results goals should be: Specific Measurable Attainable and Accountable Realistic and Relevant Time-bound *SMART Action Planning worksheets are located within Engagement Basics via Jubi and the Engagement website https://iuhealthlearning.org/engagementSurvey/team_provider.html under “Engagement Follow-up Activities.”

SMART Action Planning - Identifying Potential Activities The first phase of the SMART process is brainstorming a list of potential improvement activities and initiatives. This step is designed to evaluate the impact of suggested activities. Possible Actions WHAT ACTIONS DO WE THINK MIGHT MAKE AN IMPACT? Consider actions to start doing, stop doing or continue doing if it is moving you closer to your ideal state. IF WE took this action THEN WE would get this result/benefit   WHICH OF THE IDENTIFED ACTIONS WOULD BE MOST IMPACTFUL?

SMART Action Planning - Prioritizing Potential Activities The ‘PICK’ chart categorizes potential initiatives into quadrants to assess feasibility of implementation. This standard decision making-tool provides a graphic display of all possible actions and the potential outcome. A brief description of each quadrant is below: Possible – items that are easy to implement and will have low impact; you might choose these items as a “quick win” Implement or “just do it” - items that easy to implement and will have high impact Challenge – items that have high impact but may be difficult to implement; you might choose to do it if you have enough time and resources and it is high priority Kick – items that will be difficult to implement and will also have low impact

SMART Action Planning - Prioritizing Potential Activities Assign each item from your ‘Possible Actions’ to a quadrant to identity what items should be implemented.   (Easy, High Impact) (Difficult, High Impact) Impact of Initiative Implement Challenge Possible Kick Ease of Implementation (Easy, Low Impact) (Difficult, Low Impact)

SMART Action Planning - Taking SMART Action Upon prioritizing and selecting potential initiatives activities, develop corresponding SMART goals. WHAT ACTIONS ARE WE MOTIVATED TO TAKE IN ORDER TO REMOVE A BARRIER OR ADD SOMETHING THAT IS MISSING? SPECIFIC MEASURABLE ACCOUNTABLE REALISTIC TIME-BOUND What specific step or steps must be taken? How will we know we are making progress or are complete? Who is responsible for this task? Can this task be completed with current resources and scheduling? If not, what is the re -scope? When will this task begin? When will it be complete?   Begin on: Complete on:

Tracking Progress Visual Management or MDI Boards provide pictorial display of current improvement activities and progress. Activities from the SMART process should be populated in the Visual Management chart and updated regularly WHAT ACTIONS ARE WE MOTIVATED TO TAKE IN ORDER TO REMOVE A BARRIER OR ADD SOMETHING THAT IS MISSING? ACTION PERSON RESPONSIBLE DATE COMPLETE PROGRESS COMMENTS Ask Value Stream Steering Committee (VSSC) to prioritize an RIE about reviewing our work process. We cannot work the same way with fewer staff. Sam Start 12/1/17 11/30/17 -VSSC agreed to shift the RIEs planned and added our idea as the December RIE