1. Using Employee Voice to Transform Leader Engagement and Drive Leader Action
Matthew W. Gosney, Ed.D.
Vice-President, Organizational Development & Learning Services
UCHealth

2. Who We Are $3.5 billion in revenue
10 hospitals (2 new sites under construction)
1,770 inpatient hospital beds
Over 3,500 affiliated or employed providers
~22,000 employees
104,000 admissions and OBS visits
11,500 babies delivered
61,000 surgeries
349,000 emergency room visits
2,300,000 clinic visits

3. Yampa Valley Medical Center Poudre Valley Hospital
Steamboat Springs
Poudre Valley Hospital
Fort Collins
Medical Center of the Rockies
Loveland
Longs Peak Hospital
Longmont
Broomfield Hospital
Metro Denver
University of Colorado Hospital
Metro Denver
Pikes Peak Regional Hospital
Woodland Park
Memorial Hospital North
Colorado Springs
Memorial Hospital Central
Colorado Springs
Grandview Hospital
Colorado Springs
Greeley Hospital
Greeley (March 2019)
Highlands Ranch Hospital
Metro Denver (March 2019)

4. Why Change?
Your patients’ experiences will rarely exceed that of your employees.
“Employee engagement is what the business wants. Happiness is what the employees want. If they each look out for the other’s interest, the bargain works exceptionally well.”

5. Employee Voice Objectives
What we Wanted
Accessible, easy-to-interpret results
Real-time results available at the leader level
Experienced vendor that can manage our scope and complexity, act as partner
Ability to create UCHealth specific questions
Quick & easy access for staff (mobile enabled)
Ability to compare like units
Ability to ask and interpret open-ended questions
Flexibility in delivery, question-set, audience
What wasn’t Working
Long question set
Had to be completed at the desktop
Reports were generated by the vendor, without real-time leader access to results
Delay before results are available
Un-actionable questions
Annual administration
Complex, administratively burdensome action planning
No formal accountability process

6. Identified a Technology Partner
Technology vs Engagement Company
Met our required criteria
The Waggl Process:
Participants respond to metric or open-ended questions via computer or mobile device
Participants rank and prioritize answers via a transparent pair-wise voting process
Participants and leaders can view and download a real-time report of pulse results at any time

7. The Employee Voice Model
Summit
Leader-led, models front-line conversation, identify common issues, share best practices and tools
Employee Voice
Short, actionable, immediate results widely shared
Summit
Check-in c y I m n m e e d a r i p a
Outcomes s c y
The Employee Voice Model n a r
Engagement Consistency Trust
Employee Voice T
Employee
Voice A t c n c e o m u n t g n a l i b i A l i t y
Check-in
Short, verifies cascade of communication, identifies perception or execution gaps
Check-in
Summit

8. What We Got: Percentage of Positive Responses
+4% in Positive responses
This increase is due to decreases in both Neutral and Negative ratings.
April N = 1649
May N = 1323 (check-in)
June N = 1194
July N = 989 (check-in)
Note: Soft Launch participants were drawn from a representative sample of 3000 employees.
Metro Denver Scores: April 20% Neutral, 63% Positive, 17% Negative; June 17% Neutral, 68% Positive, 16% Negative
Northern CO Scores: April 18% Neutral, 68% Positive, 14% Negative; June 19% Neutral, 69% Positive, 12% Negative

9. Trends over Time: Main Survey
90%
85%
Enthusiasm ▲6%
80%
Mission ▲12%
75%
Positive Impact▲3%
70%
Vision▲15%
65%
Leaders & Managers ▲10%
60%
55%
50%
Apr-17
Jun-17
Oct-17
Jan-1
Apr-18

10. Accountability: Results Comparison
70%
68%
66%
64%
62%
60%
58%
56%
54%
52%
50%
-1% in Overall Positive Responses
Managers who did not attend either Summit (N=10) saw an overall decrease in
positive responses, versus an organizational increase of 4%
Apr-17
Jun-17
No Summit
63%
62%
All Managers
65%
69%

11. What We Heard from Leaders in the Process
Anecdotes from leaders from focus groups and from Results Summits
Mixing leaders at the Summit was great.
Sharing themes with peers is more meaningful than hearing it from an executive.
We need to share positive outcomes of the
survey, highlighting departments that made a change.
Having an executive model how to have a conversation with my staff was essential.
This survey doesn’t need to be a big deal. It’s just something we now do as leaders.
Just enough communication.
The tool was very easy to navigate.
I didn’t use the toolkits, but I got what I needed from the Summit.
There’s a concern that crowd-sourcing plants ideas in staff’s minds.

12. Other ways UCHealth is applying Employee Voice:
CNO/CNE Search
Correlation with manager recognition and departmental HCAHPs scores
Physician engagement
New facility on-boarding
New employee onboarding
Survey of nursing staff to support update of Professional Practice Model (Magnet re-designation)

13. Thank You Matthew W. Gosney, Ed.D. Matthew.Gosney@uchealth.org