2014 Employee Engagement Survey Results ILI 33 – Sept 11 & 12, 2014
Dec 18, 2015
2014 Employee Engagement Survey Results ILI 33 – Sept 11 & 12, 2014
Segmenting Survey Questions
Engagement Index versus Engagement Drivers
Source: Survey Solutions Employee Engagement database, 2014
Engagement Index
• 4 questions• Measures attributes of an
engaged colleague• Serves as dependent
variable
Engagement Drivers
• 42 questions• Measures colleague perceptions
of items that impact engagement• Serves as independent variable
Defining the “Engagement” Construct
The Initiative’s Engagement Index
Source: Survey Solutions Employee Engagement database, 2014
Setting a High BarTo be considered "engaged" respondents must answer "Strongly Agree" to at least two of the four items listed above, and no less than "Agree" to any item.
How Engaged Are We……and what can we do to improve?
Source: Survey Solutions Employee Engagement database, 2014
Engagement Profile
By Engagement Category, National Survey Solutions Database
CategoryBenchmark
Mean RangeDefinition
Engaged 5.5 - 6
• Go above and beyond to see the organization succeed, tying personal success directly to that of organization
• Highly loyal and emotionally committed to the organization
Content 4.5 - 5.5
• Solid contributors, satisfied with their jobs and the organization
• Lacking emotional commitment to organization
Ambivalent 3.5 - 4.5• Would leave if presented with a better offer• See job as paycheck more than anything else
Disengaged < 3.5• Least satisfied with their job and organization• Tend to be most vocal, actively detracting
from quality of workplace for peers
Source: Survey Solutions Employee Engagement database, 2014
Dramatic Improvement Since Pulse
Employees Responding to Renewed Engagement Focus
Inova Health SystemEngagement Relative to Survey Solutions Benchmark
Engagement Mean4.98
38th Percentile
Median % engaged
Facility Breakdown Similar to Pulse
Source: Survey Solutions Employee Engagement database, 2014
Largest Entities Showing Greatest Opportunity
N
1,229
860
694
256
2,126
1,043
1,470
159
4,376
RN Engagement Showing Similar Trend to System
Source: Survey Solutions Employee Engagement database, 2014
Inova Health System RNs
RN Engagement Relative to Survey Solutions Nursing Benchmark
Significant Improvement in Early Tenure Groups
Biggest Challenges are Most Tenured Groups
Source: Survey Solutions Employee Engagement database, 2014
Tenure Engagement Trend Comparison
% Engaged, 2013 Pulse-2014 Full Survey
3.3% -2.1% -2.8% -3.3% -9.4%
838 3,649 1,868 3,811 2,046
Gap to Median
N
Segmenting Survey Questions
Engagement Index versus Engagement Drivers
Source: Survey Solutions Employee Engagement database, 2014
Engagement Index
• 4 questions• Measures attributes of an
engaged colleague• Serves as dependent variable
Engagement Drivers
• 42 questions• Measures colleague perceptions of
items that impact engagement• Serves as independent variable
Starting with 42 Engagement Drivers
COMMUNICATION AND INPUT
I am kept informed of the organization's future plans and directionMy ideas and suggestions are valued by my organizationMy manager communicates messages that my coworkers need to hear, even when the information is unpleasantMy manager is open and responsive to staff inputMy manager stands up for the interests of my unit/department
EMPLOYEE SUPPORT
I have a manageable workloadMy manager helps me balance my job and personal lifeMy organization does a good job of selecting and implementing new technologies to support my workMy organization helps me deal with stress and burnoutMy organization supplies me with the equipment I needMy unit/department has enough staff
FEEDBACK AND RECOGNITION
Executives at my organization respect the contributions of my unit/departmentI have helpful discussion with my manager about my careerI know what is required to perform well in my jobI receive regular feedback from my manager on my performanceMy organization recognized employees for excellent work
MANAGER EFFECTIVENESS
I have helpful discussions with my manager about my careerI receive regular feedback from my manager on my performanceMy manager communicates messages that my coworkers need to hear,
even when the information is unpleasantMy manager helps me balance my job and personal lifeMy manager helps me learn new skillsMy manager is open and responsive to staff inputMy manager stands up for the interests of my unit/department
I believe in my organization’s missionI understand how my daily work contributes to the organization’s missionMy organization gives back to the communityMy organization provides excellent care to patientsMy organization provides excellent customer service to patientsOver the past year I have never been asked to do something that
compromises my valuesThe actions of executives in my organization reflect our mission and values
PROFESSIONAL GROWTH
I have job securityMy organization pays me fairly for my jobMy organization supports employee safetyMy organization understands and respects differences among employeesThe benefits provided by my organization meet my needs
Abusive behavior is not tolerated at my organizationConflicts are resolved fairly in my unit/departmentI have good personal relationships with coworkers in my unit/departmentI receive the necessary support from employees in my unit/department to help me succeed in my workI receive the necessary support from employees in other units/departments to help me succeed in my workMy coworkers do a good job
MISSION AND VALUES
I a m interested in promotion opportunities in my unit/departmentI have the right amount of independence in my workI receive effective on the job trainingMy current job is a good match for my skillsMy manager helps me explore other jobs within my organizationMy manager helps me learn new skillsMy most recent performance review helped me to improveTraining and development opportunities within my organization have
helped me to improve
BASELINE SATISFIERS
TEAMWORK
What is Inova Doing Well?
Source: Survey Solutions Employee Engagement database, 2014
Manager Effectiveness and Support a Consistent Strength
Top Strengths Category %A/SAGap to
BMStat Sig
Top Impact
Conflicts are resolved fairly in my unit/department Teamwork 65.8% 7.8%
My manager communicates messages that my coworkers need to hear, even when the information is unpleasant
Communication and Input, Manager Effectiveness
74.6% 7.9%
My manager is open and responsive to staff input
Communication and Input, Manager Effectiveness
73.5% 6.4%
I have helpful discussions with my manager about my career
Feedback and Recognition, Manager Effectiveness
60.4% 6.7%
My manager stands up for the interests of my unit/department
Communication and Input, Manager Effectiveness
72.6% 5.7%
Strong Perception of Manager Effectiveness
Source: Survey Solutions Employee Engagement database, 2014
Manager Effectiveness AnalysisPerformance Relative to Survey Solutions Benchmark
Employees Trust in Their Direct Manager
Strong Performance on Many Engagement Drivers
Source: Survey Solutions Employee Engagement database, 2014
Driver Category Performance% Agree/Strongly Agree Relative to Survey Solutions Benchmark
Top Opportunities Baseline Satisfiers, Employee Support, and Mission
What Could Inova be Doing Better?
Source: Survey Solutions Employee Engagement database, 2014
Driver Opportunities Aligning with Comments from Pulse
Top Improvement Opportunities
Category %A/SAGap to
BMStat Sig
Top Impact
My organization pays me fairly for my job
Baseline Satisfiers
42.1% -8.2%
My unit/department has enough staff
Employee Support
40.1% -1.5%
The actions of executives in my organization reflect our mission and values
Mission and Values
62.3% -1.4%
I believe in my organization's mission
Mission and Values
83.3% -2.1%
In addition to these drivers, RNs and Patient Care Support roles seeing interest in promotion, manageable workload and managing stress as top opportunities
In addition to these drivers, managers and directors showing performance reviews and stress and burnout as a consistent opportunity
Recommended Follow-Through Areas
Source: ABSS Analysis.
1
2
3
Conduct focus group with trusted managers/directors to understand root cause of lower engagement
Continue RN efforts around staffing, focusing in particular on Fairfax and Alexandria
4
5
Supplement system-wide plan with localized efforts to address wide variation among entity-level opportunities
Leaders share department level results and conduct action planning meeting.
Action plans developed and stored on the Advisory Board’s reporting site by September 29, 2014.