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Building Employee Engagement in the Health Sector: increasing staff performance through engagement

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Building Employee Engagement in the Health Sector: increasing staff performance through engagement Wayne Balshin, Regional Director Employee & Union Relations – PowerPoint PPT presentation

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Title: Building Employee Engagement in the Health Sector: increasing staff performance through engagement


1
Building Employee Engagement in the Health
Sector increasing staff performance through
engagement
  • Wayne Balshin, Regional Director
  • Employee Union Relations
  • wayne.balshin_at_vch.ca
  • 604.875.4563

2
Engagement
3
Engagement is
  • A heightened emotional connection that an
    employee feels for his/her organization that
    influences him / her to exert greater
    discretionary effort to his/her work.
  • Conference Board 2006

4
Engaged Employees
  • I feel good about the organization.
  • I enjoy being part of the team.
  • The organization supports the teams
    performance.

5
Why Engagement?
Intuitively, it seems clear that employees that
feel strong, positive commitment to their jobs
and workplace are likely to outperform those who
dont. Gaining this discretionary effort from
employees may be the last remaining source of
productivity, now that so many companies have
already captured the efficiencies of technology
and streamlined processes. -- Working Today
Exploring Employees Emotional Commitment to
their Jobs, Towers Perrin/Gang Gang Research
2003
6
Key Driver for Engagement
  • An employee may join Disney or GE or Time
    Warner because she is lured by their generous
    benefits package and their reputation for valuing
    employees. But it is her relationship with her
    immediate manager that will determine how long
    she stays and how productive she is while she is
    there managers trump companies.
  • - First Break All the Rules What the Worlds
    Greatest Managers Do Differently, Marcus
    Buckingham Curt Coffman

7
Communication Engagement
Supervisor communicates employee strengths Supervisor communicates employee weaknesses Supervisor does not communicate
Employee Engaged 61 45 2
Employee Not Engaged 38 33 58
Employee Actively Disengaged 1 22 40
  • Gallop Study of 1000 US Health Care Workers
    (2005)

8
Level of Engagement
  • Employee engagement in the Health Sector is
    generally lower than engagement in other sectors,
    whether public or private, in the United States
    or Canada
  • Gallup (U.S.) documented in 2002 that nurses
    level of engagement scored 18 vs. 30 for
    overall working population

9
Engaged Employees
  • speak positively about the organization to
    coworkers, potential employees and customers
    (recruitment)
  • have a strong desire to be a member of the
    organization (retention)
  • exert extra effort to contribute to the
    organization's success (performance)

10
A VCH Engagement Performance Strategy Continuou
s Communication
11
Case for Continuous Communication
  • 2004 Accreditation identified Human Resources
    needed to address the lack of performance
    appraisals for VCH staff
  • Given the Managers large span of leadership, eg.
    between 75 200 staff, Managers were challenged
    to find the time to write annual performance
    evaluations
  • Performance evaluations are specific to the
    individual, not department performance, they are
    retrospective and do not capture the level of
    employee engagement or process improvement
    opportunities
  • Employees perception is that negative evaluation
    disengagement and grievance

12
Case for Continuous Communication
  • 2006 Accreditation endorsed HRs partnership with
    Royal Roads University to conduct Continuous
    Communication as an alternative to regular
    performance appraisals and as a component of
    VCHs Staff Performance Management Framework.

13
(No Transcript)
14
Continuous Communication
Step 1 Continuous Communication Meetings
(semi-annual) Step 2 Ongoing staff
communication and recognition Step 3 Consider
process improvement ideas and challenges
15
Continuous Communication Step 1 Meeting
  • Semi-annual informal discussion (15 20 minutes)
    between a front line employee and union
    supervisor or manager about
  • Whats working well
  • Performance achievements and recognition
  • Skill and career development
  • Ideas for process improvements and discussion
    about operational challenges

16
Continuous Communication Step 2 Recognition
  • Positive and constructive
  • Catch them doing something good
  • Say it when you think it
  • Say it often
  • Smile when you say it

17
Continuous Communication Step 3 Process
Improvement
  • Supervisor/manager records brief summary of
    ideas/challenges
  • Manager brings forward ideas and challenges to
    Director for consideration as appropriate
  • Manager communicates outcomes to staff
  • Some ideas may be feasible others may require
    further analysis some ideas may not be feasible
    for a variety of reasons

18
Performance Assessment
  • Staff new to a unit / department or to VCH
  • informed of what is required to succeed
  • orientation provided to facilitate success in
    position
  • recognition, feedback, and coaching provided
  • Coaching includes identifying strengths, areas
    for development and actions required
  • Written performance assessment completed at the
    conclusion of qualifying period

19
Performance Recovery
  • Applies to staff whose job performance is
    unsatisfactory.
  • Interventions to remedy performance
  • supervision and instruction to the staff member
  • learning plan and timelines
  • alternative employment within the competence of
    the staff member and,
  • warning(s) job in jeopardy.

20
of Staff Impacted by Continuous Communication
Continuous Communication (90 staff)

21
Pilot Study Continuous Communication
22
Preparing for Continuous Communication
  • June 2007 VCH
  • Identified 6 units to pilot Continuous
    Communication
  • Ask staff in pilot units to complete VCH
    Engagement Survey
  • Trained supervisors and managers for the pilot
    units, plus Human Resource Advisors, on
    Continuous Communication
  • Implemented Continuous Communication September
    2007 for the 6 pilot units

23
Preparing for Continuous Communication Engagement
Survey
  • Duties of my job are clear
  • I have the material and equipment needed
  • I receive frequent recognition for my work
  • There is someone who encourages me to take
    advantage of career growth
  • I feel free to make suggestions for improvement
  • I receive feedback about my work
  • I recommend my unit as a good place to work
  • Answered on the Likert Scale
  • Strongly agree Somewhat agree Neutral Somewhat
    disagree Strongly disagree

24
Preparing for Continuous Communication Manager
/ Supervisor Training
  • Communication Skills Model
  • Effective Communication
  • Recognition
  • Conducting the Continuous Communication Meeting

25
Manager / Supervisor Training Communication
Skills Model
  • Developed by Roger DAprix, ABC, an
    internationally-recognized communication
    consultant, lecturer and author in collaboration
    with International Association of Business
    Communicators
  • Model based on experience working with managers
    and employees in Fortune 500 companies
  • Model describes the questions employees need
    answered to reach engagement

26
Manager / Supervisor Training Communication
Skills Model
Job Responsibilities
Engagement
Vision, Mission and Strategy
Performance Feedback
Department Objectives, Results
Individual Needs
27
Manager / Supervisor Training Effective
Communication
  • What Is Effective Communication?
  • It is two-way
  • sender ? receiver
  • receiver ? sender
  • It is balanced
  • listening talking
  • talking listening
  • There is feedback
  • discussion, questions, answers, analysis,
    exploration of alternatives

28
Manager / Supervisor Training Effective
Communication
  • The most basic and powerful way to connect to
    another person is to listen.
  • Just listen.
  • Perhaps the most important thing we ever give
    each other is our attention
  • Rachel Naomi Remen

29
Manager / Supervisor Training Effective
Communication
  • Active Listening Techniques
  • Paraphrase
  • Re-frame
  • Acknowledge both content and feeling
  • Use bridges
  • Use positive words
  • Wait to hear what the other person is saying
  • Empathize
  • Accept silence
  • Ask open-ended questions

30
Manager / Supervisor Training Recognition
  • - Recognition has been shown to motivate staff,
    increase morale, productivity, and employee
    retention, and decrease stress and absenteeism. 
  • individual recognition was one of the top
    three factors for improving the levels of
    employee satisfaction and employee engagement in
    the BC public service.
  • 2002 report, Auditor General of BC on Building a
    Strong Work Environment in British Columbias
    Public Service A Key to Delivering Quality
    Service

31
Manager / Supervisor Training Recognition
  • Bi-annual Continuous Communication Dialogue
  • Supervisor asks employee, Whats going well?
  • Actively listens
  • Supervisor recognizes employee for his/her
    contribution and performance

32
Manager / Supervisor Training Recognition
  • Ongoing Spontaneous Recognition Feedback
  • Positive and constructive
  • Catch them doing something good
  • Say it when you think it
  • Say it often
  • Smile when you say it

33
Manager / Supervisor Training Recognition
  • As a manager, you add value to overall
    performance when you motivate your staff to
    achieve performance levels not otherwise
    attainable. Employee motivation comes from
    working with a leader who is open to ideas, who
    is accessible and who recognizes performance.
  • - Roger DAprix, ABC

34
Manager / Supervisor Training Conducting the
Meeting
  • Bi-annual Continuous Communication Dialogue (15
    20 minutes)
  • Supervisor asks employee, Whats going well?
  • The CC dialogue is informal and positive.
  • The managers role is to recognize performance
    and listen to ideas, opinions and suggestions and
    follow up where appropriate

35
Manager / Supervisor Training Conducting the
Meeting
  • Choose topics appropriately dont need to cover
    all every time. For instance
  • Long-term employee
  • ?process improvements/barriers
  • 2-3 year employee
  • ?skill and learning development
  • Everyone
  • ?Recognition

36
Manager / Supervisor Training Conducting the
Meeting
  • No formal record-keeping
  • Barriers and process improvement ideas
  • Employee describes ideas pinpoints barriers
  • Manager records ideas barriers for follow-up
  • Barriers process improvements follow-up
  • Discussion at staff meeting
  • Forward to Director
  • Follow-up with employee on action or reasons for
    non-action
  • Acknowledge employees contribution to others for
    process improvement ideas

37
Results from Pilot Study September 2007 June
2008
38
Feedback from Pilot Units Whats Working Well
with CC
  • Informality of CC process is positive
  • Gives structure to conversation
  • Sets the tone not a performance appraisal
    putting people at ease
  • Increases opportunity for manager and staff to
    meet
  • After meetings, staff feel more comfortable to
    approach managers
  • Staff now coming up with improvements by phone,
    e-mail or in person

39
Feedback from Pilot Units Whats Working Well
with CC
  • All staff who participated in one unit said they
    appreciated the ability to talk to their manager
    one-on-one
  • Prefer this process to yearly, long drawn out,
    labour intensive reviews that dont get done
    this is a great compromise and covers the real
    purpose of these interviews
  • Improved engagement at local level

40
Feedback from Pilot Units CC Challenges
  • Some managers found their large span of control
    was a challenge for scheduling meetings
  • Staff need more communication around the CC
    process as units adopt this approach
  • Continued need for training program, especially
    for staff with limited experience in difficult
    conversations and coaching.

41
Feedback from Pilot Units Process Improvement
Ideas
  • Storage of linen items to where staff could
    access them more easily streamline the
    environment
  • Unit layouts (2) One of the old patients rooms
    changed to a store room and another changed to a
    patient room closer to the nursing station
  • Identified educational need around a number of
    patients with delirium from alcoholism was
    addressed educational need around skin care

42
Feedback from Pilot Units Process Improvement
Ideas
  • Equipment requirements ordered gowns more
    appropriate to nurses size
  • Converting a portion of a nursing vacancy into a
    care aide position
  • Recycling

43
Next Steps
44
Next Steps
  • VCH Steering Committee reviewing feedback from
    pilot units and distributing follow-up engagement
    survey in September 2008 (approximate)
  • VCH to assess CC roll-out across organization

45
Manager is fundamental to Engagement
  • No one is a more influential leader than our
    immediate boss. He or she sets the tone,
    provides the example, and either motivates or
    destroys our engagement.
  • Roger DAprix, ABC
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