1. Children’s Hospital
Employee Engagement
Presented to
OD Network
March 22, 2006

2. You can dream, create, design and
build the most wonderful place on
earth, but it requires people to make
that dream a reality.
Walt Disney

3. Employee
Engagement
Survey

4. Purpose/Objective
 Measure What Matters: Find out what matters most to
our staff, especially perceptions that drive behaviors.
 Establish a Trendline: Generate benchmarks to show
how we’re getting better.
 Prioritize Our Key Drivers: Identify the components of
employee engagement that are unique to Children’s.
 Target Improvement: Set goals.
 Use the Data to Make Change: Identify interventions,
action plans and approaches for achieving goals.

5. Employee Engagement
What is it?
 While employee satisfaction is important, it is
not as critical to organizational effectiveness as
engagement.
 Engagement is a combination of satisfaction,
commitment, pride, loyalty, a strong sense of
personal responsibility, and a willingness to be
an advocate of the organization. It has a
consistent and predictable impact on behavior.
 When staff members are fully engaged, they are
more productive, committed and conscientious.

6. Methodology
 On-Line Survey
 All Employees except Physicians
 5 Point Scale
 Totally anonymous and confidential
 Identify work groups & demographics

7. Results
 Employee Engagement Index
 Survey Dimensions
- Teamwork - Personal Growth & Development
- Trust - Future/Vision
- Quality - Service Quality
- Communication - Compliance
- Recognition/Rewards - Involvement & Belonging
 Individual Questions

8. Employee Engagement Index
How is it measured?
A combination of the responses to three
engagement items:
 Overall, I am extremely satisfied with Children’s
as a place to work.
 I would gladly refer a good friend or family
member to Children’s for employment.
 I rarely think about looking for a new job with
another company.

9. Priority Issues
2004 Priorities 2005 Priorities
1. Communication 1. Communication
2. Recognition 2. Recognition and Rewards
3. Future/Vision 3. Trust
4. Empowerment 4. Future/Vision
5. Service Quality 5. Service Quality
6. Growth and Development 6. Involvement and Belonging
7. Growth and Development

10. Action
Planning

11. 9 Steps for Sure-Fire Improvement
 Prioritize Results
 “Drive Down” Key Results
 Set High Standards of Comparison
 Share Results – Openness Wins
 Goal Setting
 Develop an Action Plan
 Share the Plan
 Monitor and Support Progress
 Re-survey, Refine and Repeat the Process

12. Factors
that
Inhibit Improvement

14. Factors that Inhibit Improvement
 Old data – “immediate” feedback is far superior.
 Over emphasis on “normative comparisons” – comparisons to
“average” do not stimulate progress toward excellence.
 Poor prioritization (misguided or too many) – confusing
messages about what’s most important diffuses focus.
 Any breech in the confidentiality or anonymity of the individual
respondent.
 Failure to share overall results in a manner that is not
perceived as completely open and honest.
 Less than full participation and “buy in” from top management.
 Failure to “drive down” the results to all levels of management.

15. Organization-Wide
Impact

16. Army of Nurses

17. Culture
 New employees are welcomed into
Children’s. 4.14
 I feel that I am part of a team. 4.00
 I have a direct supervisor
who cares about me. 4.03
 I believe in the values of Children’s. 4.43

18. So that all children may have a
better chance to live...