employee engagement presentation handouts - phca

5/3/2018

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Employee Engagement

Welcome

Understand. Educate. Engage. Improve.

5/22/2018

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Agenda

1. Employee engagement as a core business strategy

2. The challenges and opportunities we all face

3. The look and feel of a culture of engagement

4. A roadmap for a culture of engagement

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• I have meaningful work

• I have a great supervisor

• Our management team is terrific

• I know how I am doing

• I have a future here

Imagine if Every Employee Thought…

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• 100% Occupancy• Ideal Mix• Happy Customers• High Quality• Great Margins

What You Are Striving For

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Benefits of Employee Engagement

WORKFORCE ENGAGEMENT 6%

CUSTOMER SATISFACTION

9%

OCCUPANCY

12%

HOSPITALADMITS

7%

TURNOVER

10%

HOSPITALRE-ADMITS

3%

OFF LABELANTI-PSYCHOTICS

8%

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Satisfied vs. Engaged Employees

SATISFIED EMPLOYEES ENGAGED EMPLOYEES

Come To Work

Do Their Jobs

May Be Content

‘Just A Job’

May Stay

Deeply Invested

More Productive

Loyal

Impact Outcomes

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Employee Engagement Opportunities

of U.S. workers not engaged

70%… and employee engagement remains flat when left unmanaged

…are highly engaged when leaders perceived as effective

…are more engaged when supervisor is highly engaged

59% 72%

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Cost of Turnover

…estimated cost to replace an AL/IL employee

…overall staff turnover inAssisted Living communities

32%

…of skilled Nursing workers leave their job in 1 year

50%

4000to

5000

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Employee Engagement

• Management & Staff Development Strategy

• Measure skillsets of managers/departments using employee feedback

• Deliver simple, practical, targeted education to develop the foundational skillsets of an effective leader / manager and their employees

• Use data and analytics measuring progress over time

• Happy Employees = Happy Residents

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Employees leave their managers not their jobs!

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Transformational Approach

EMPLOYEE ENGAGEMENT

IS NOT an event, a program

or a survey

IS a foundational business strategy and part of day-to-day business

TRANSACTIONAL APPROACH

TRANSFORMATIONAL APPROACH

Foundational Business Strategy

Organizational readiness

TRIGGER 1Move to next phase




ASSESSMENT PERIOD

OPEN CLOSE

“Yes, I agree with the establishment timeline. We are ready to launch!”

“We have prepared our organization.”

“Our assessment is officially closed.”

Organizational readiness

Meaningfulassessment

Insightfulanalysis

Sustainablechange FIRST CYCLE

COMPLETE

“Our reports have been distributed as appropriate.”

“We are ready to conduct our next assessment.”

Make the approach Simple, Intentional, Digestible, and Deliberate

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Engagement Ladder

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Use a formalized process and system to drive the strategy

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Real-Time Data at the most granular level to drive the plan and get best the results

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Organizational Reports

Overview of ALL respondents!

Generation data

Time on the job

Shift-specific

Department breakout

Intention to work here in

6 months by department

Focus Measures by department!

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Departmental Reports

Identify most foundational needs

Highlight 1 area of focus for a 6-

month cycle

See the score and changes in score

over time

Results should automatically feed the

Action Plan for the 6-month cycle

THE ENGAGEMENT LADDER

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Departmental Reports

DEPARTMENTAL FOCUS

Specific focus area by department

Cycle-over-cycle score comparison

Generation mix

Time on the job breakout

Intention to work here in

6 months by department

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Open-Ended Feedback

OPEN-ENDED QUESTIONS

Comments broken out

by generation

Coded as Compliment, Concern, Suggestion when answering

Also identifies the respondent’s driver score for comparison

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People learn most effectively in bite-sized chucks of information

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The Plan should be……

A reflection of skills

specific techniques to focus on

Creating awareness

Digestible in Bite-Sized Chucks

building upon the each activity to

create the learning material

Spacing and Pacing the education to

absorb most effectively

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The Plan

ACTION MAP Creating a culture where employees say:My supervisor listens to what I have to say.

• 15-20 minute activity to learn

Meet with the your manager to:

Describe the activity

Discuss next steps

Debrief on the experience

How well do you actively listen?

Give manager time to work with

employee group to deliver skillsets

over the next 3 weeks

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Practice specific listening techniques

Understand 5 levels of listening

Use of Body language

Listening vs talking

Empathize with the person

The Plan

Listening takes intention and effortACTION MAP Creating a culture where employees say:My supervisor listens to what I have to say.

Meet with Manager to:


Discuss Next Steps

Debrief on the Experience

• Give manager time to work with

employee group to deliver

skillsets over the next 3 weeks

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Become more aware of personal filters

Understand Dynamic listening

Have 6 Conversations at many levels to practice

The Plan

Dynamic ListeningACTION MAP Creating a culture where employees say:My supervisor listens to what I have to say.



Discuss Next Steps


Give manager time to work with



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Engage with staff using what we learned!

ACTION MAP Creating a culture where employees say:My supervisor listens to what I have to say.

Identify employees

Schedule stay interviews

Use listening skills

Follow-up on immediate actions

Look for patterns in the responses

Using a Stay Interviews



Discuss Next Steps


• Give manager time to work with



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Culture Building

Engagement Impacts culture

As we learn we build stronger

bonds

A Healthy culture promotes

healthy outcomes

Each department can have it’s

own culture!

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Employee Engagement Summary

Employees are foundational to a culture of Engagement.

Engaged Employees are your competitive advantage

What you do with your Employees has a direct impact on your customers.

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Thank you for your time!

[email protected]@pointclickcare.com

employee engagement presentation handouts - phca

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