Employee Engagement at the Front Lines

Transcription

1 Employee Engagement at the Front Lines Sue Kozlowski, MSA, CSSBB(ASQ) TechSolve, Inc., Cincinnati, OH OHA Annual Meeting June 13, 2016

2 Speaker Sue Kozlowski, MSA, SCCBB(ASQ) SENIOR DIRECTOR, LEAN HEALTHCARE TECHSOLVE, INC. Sue Kozlowski began her career in the clinical laboratory, before moving to performance improvement in She has worked in nearly every area of healthcare including clinical and non-clinical processes. Sue obtained her Six Sigma Black Belt certification from the American Society for Quality. She has cowritten several books including Value Stream Management for Lean Healthcare. Sue earned her Masters in Healthcare administration from Central Michigan University and her Bachelor of Science in Medical Technology from Michigan State University.

3 Learning Objectives Participants will be able to: Use Change Engagement tools to respond to lower-than-desired Employee Engagement survey scores Utilize staff involvement in addressing issues important for Employee Engagement Sustain Employee Engagement improvements with a structured planning tool 3

4 Icebreaker! Select one or two people seated near you to make a group of 2 or 3 people. Introduce yourself: o Name o Title o A little about your responsibilities o A personal fact you feel comfortable to share These will be your exercise teammates! 4

5 Quiz: How to Address Low EE Scores??? The best way to gain employee engagement is A. Ignore it things will work out on their own B. Write a memo requesting more engagement C. Have a departmental meeting about the low scores D. Use some available space to create an Employee Engagement Lounge E. Other 5

6 SHRM Definition of Employee Engagement Engaged employees will: Feel satisfaction with their work. Take pride in their organization. Enjoy and believe in their work. Understand the link between their job and the organization s mission. Feel valued by their employer. Fully commit to their employer and their role. Exert extra effort to contribute to business success. 6

7 Employee Engagement Factors SHRM: Engaged employees will: Feel satisfaction Take pride Enjoy and believe in Understand the link between job and mission Feel valued Fully commit.. Exert extra effort Within your control? Have we set these expectations? 7

8 Setting Those Expectations... I expect you to feel satisfaction in your work! Uh ok. 8

9 Vote! What were some of the lowest-scoring questions, or areas, from the last time you received employee engagement scores or results? 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last seven days, have I received recognition or praise for doing good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel my job is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last six months, has someone at work talked to me about my progress? 12. This last year, have I had opportunities at work to learn and grow? 9

10 Employee Engagement and 1. Create constancy of purpose for improving products and services. 2. Adopt the new philosophy. 3. Cease dependence on inspection to achieve quality. 4. End the practice of awarding business on price alone; instead, minimize total cost by working with a single supplier. 5. Improve constantly and forever every process for planning, production, service. 6. Institute training on the job. 7. Adopt and institute leadership. 1. Leadership 2. Leadership 3. Employee Development 4.??? 5. Employee Engagement 6. Employee Development 7. Employee Development 10

11 Process Improvement 8. Drive out fear. 9. Break down barriers between staff areas. 10. Eliminate slogans, exhortations and targets for the workforce. 11. Eliminate numerical quotas for the workforce and numerical goals for management. 12. Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit system. 13. Institute a vigorous program of education and self-improvement for everyone. 14. Put everybody in the company to work accomplishing the transformation. 8. Leadership 9. Employee engagement 10. Leadership 11. Employee Engagement 12. Employee Development 13. Employee Development 14. Employee Engagement 11

12 Employee Engagement Value Stream Employee Attitude, Skills, Experiences Orientation Training / Retraining Feedback Ability to Influence the Workplace Feedback Ability to Master New Skills / Teach Others Feedback Ability to Contribute at a Higher Level Feedback 12

13 Employee Engagement Value Stream Orientation Training / Retraining 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right? 8. Does the mission/purpose of my company make me feel my job is important? Ability to Influence the Workplace 3. At work, do I have the opportunity to do what I do best every day? 7. At work, do my opinions seem to count? Ability to Master New Skills / Teach Others 9. Are my co-workers committed to doing quality work? 12. This last year, have I had opportunities at work to learn and grow? Feedback 4. In the last seven days, have I received recognition or praise for doing good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development? 11. In the last six months, has someone at work talked to me about my progress? 10. Do I have a best friend at work??? 13

14 Change Management Tools, part 1 1. Address low-scoring survey questions 2. Get quick, anonymous feedback on ideas 3. Come to consensus about an action plan 14

15 Practice! With your exercise teammates, come up with 2 different non-blaming ways to ask for more information about one of the Q12 items. 15

16 Practice! 1. We will divide into quadrants and practice using 4 questions. 2. I will ask 4 people to write one of their questions on the flip charts around the room. 3. Once this is done, take your sticky-notes and write 2 reasons why the scores on this item may have been low. 4. We will discuss some of the reasons and how you may respond to them. In real life you will do this with your departmental or unit teams. 16

17 Change Management Tools, Part 2 1. Make an action plan 2. Know when things are going off-course 3. Help your work teams to self-correct 17

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19 Creating Your Action Plan Topic Area: Discussion Date: WHAT WHO WHEN STATUS 1 NS OT AA C 2 NS OT AA C 3 NS OT AA C 4 NS OT AA C 5 NS OT AA C 6 NS OT AA C 7 NS OT AA C 8 NS OT AA C 9 NS OT AA C 10 NS OT AA C NS = Not Started OT = In Progress, On Track AA = Alert, Action Needed C = Completed 19

20 Action Plan Example Topic Area: Supplies Needed to Do the Work Discussion Date: x/xx/xx WHAT WHO WHEN STATUS 1 Do a survey to see what office supplies are needed 2 Check current inventory level in the supply cabinet 3 Make a par list for the cabinet post levels and re-order information 4 Education in-service for re-ordering supplies 5 Develop weekly audit to track levels and usage 6 Incorporate topic into monthly department meetings Greg By 6/17 Amy By 6/17 José By 6/30 Joni By 7/10 Mark By 7/10 Sue By 8/1 Which items are on track? Stalled? Completed? 20 NS OT AA C NS OT AA C NS OT AA C NS OT AA C NS OT AA C

21 Practice! 1. Use the blank form in your worksheet packet. 2. With your exercise teammates, create a draft action plan for one of the questions you worked on earlier. You don t need to fill the box develop the action items that you think are needed. In real life you will do this with your departmental or unit teams. 21

22 Self-correcting Activities 1. Audit create a check-up tool and rotate the assignment to complete the audit and report to a designated person 2. Process Checkers assign a few people to ask for staff feedback on how things are going, and report back to department meetings; rotate monthly 3. Daily Improvement Board put sticky-notes near a bulletin board for feedback; collect weekly and discuss in department meetings 22

23 Spot-Audits For those items that you are working on, don t wait until the next Employee Engagement Survey. Send the questions out on paper or electronically to gather data on a monthly basis. Discuss in departmental meetings and coursecorrect as needed. 23

24 Creating Your Audit Topic Area: Audit Date: WHAT to Audit WHO Audits Findings STATUS 1 C NI 2 C NI 3 C NI 4 C NI 5 C NI 6 C NI 7 C NI 8 C NI 9 C NI 10 C NI C = Correct / Complete NI = Needs Improvement 24

25 Audit Example Topic Area: Supplies Needed to Do the Work Audit Date: x/xx/xx WHAT to Audit WHO Audits Findings STATUS 1 Office Supplies are at expected inventory levels in supply cabinet 2 Re-order process is going well check with Amy 3 Par list for the cabinet is posted with re-order information (even for new supplies) 4 Topic was discussed at last monthly department meeting Greg Greg Greg Greg Good levels of supplies C NI Amy says some reorder cards are not coming to her New supplies have arrived but no one has developed par levels or re-order cards Good discussion with staff (feedback from 5 employees) C C C NI NI NI What items are meeting expectations? Need improvement? 25

26 Practice! 1. Use the blank form in your worksheet packet. 2. With your exercise teammates, create an audit checklist for the question you worked on earlier. You don t need to fill the box develop the action items that you think are needed. In real life you will do this with your departmental or unit teams. 26

27 Summary: Employee Engagement SHRM Definition of Employee Engagement The Gallup Q12 Deming s 14 Points 27

28 Improving Employee Engagement Orientation Training / Retraining Ability to Influence the Workplace Ability to Master New Skills / Teach Others Feedback Seek first to understand (Stephen Covey) 1. Make flip charts for each low-scoring item 2. Ask your team for feedback on why those scores might be low 3. Ask for help to develop an action plan to address the issues 4. Use audits to keep track of how things are going 5. Ask the Employee Engagement questions frequently to gauge the level of improvement or to course-correct 28

29 Questions? Thank you! Sue Kozlowski, MSA, CSSBB(ASQ) Senior Director, TechSolve Lean Healthcare Solutions