Presentation with xtra slides - Insights€¦ · 6/16/2016 3 © MFMER What is “engagement”? •...

6/16/2016

Continual Improvement Forum

Employee Engagement: Helping Your Staff Go Above and Beyond

Shannon Bennett, Quality Management SupervisorJune 13th, 2016

DisclosuresRelevant Financial Relationship(s):

Nothing to Disclose

Off Label Usage:

Nothing to Disclose

6/16/2016

Objectives

• Describe drivers of trust associated with manager-employee relationships

• Identify unmet employee needs that are limiting greater engagement

• Develop an engagement plan for your team

What is “engagement”?

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• Intellectual, emotional, and/or values alignment with:

• Organization• Job• Manager• Co-workers

• Intellectual, emotional, and/or values alignment with:

• Organization• Job• Manager• Co-workers

• Engagement often drives discretionary effort• Going above and beyond the baseline job

requirements

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The engagement spectrum (Gallup)

Engaged

Disengaged

Actively Disengaged

Engaged

Disengaged

Actively Disengaged

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Engaged

Disengaged

Actively Disengaged

Engaged

Disengaged

Actively Disengaged

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Why is engagement important?

Absenteeism

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Absenteeism

Turnover

Absenteeism

Turnover

Safety incidents

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Absenteeism

Turnover

Safety incidents

Patient safety incidents

Absenteeism

Turnover

Safety incidents

Quality Issues

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Absenteeism

Turnover

Safety incidents

Quality Issues

Customer rating

Absenteeism

Turnover

Safety incidents

Quality Issues

Customer rating

Productivity

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Aspects of engagement

• External Focused

• Internal Focused

• External Focused• Skills & training: interpersonal skills

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• External Focused• Skills & training: interpersonal skills• Social network: relationships

• External Focused• Skills & training: interpersonal skills• Social network: relationships• Work/life balance

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• Internal Focused• Hope: do I have some control?

• Internal Focused• Hope: do I have some control?• Efficacy: can I do what is expected?

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• Internal Focused• Hope: do I have some control?• Efficacy: can I do what is expected?• Resiliency: can I overcome obstacles?

• Internal Focused• Hope: do I have some control?• Efficacy: can I do what is expected?• Resiliency: can I overcome obstacles?• Optimism: will there be a positive outcome?

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Key engagement driver

• The greatest impact on engagement is the manager – 70% of engagement scores

• The greatest impact to engagement is the manager – 70% of engagement scores

• Is the manager engaged?

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• The greatest impact to engagement is the manager – 70% of engagement scores

• Is the manager engaged?

• Is there a high level of trust in the manager?

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• Communication• Competence• Integrity

Credibility

• Support• Collaboration• Caring

Respect

• Equity• Impartiality• Justice

Fairness

• Communication• Competence• Integrity

Credibility

• Support• Collaboration• Caring

Respect

• Equity• Impartiality• Justice

Fairness

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• Transparent, open communication• Clear expectations• Translation – what does this mean to you

Communication

• I know what I’m doing• I know my staff know what they’re doing• Meaningful responsibilities

Competence

• Follow-through• Role model• Consistency

IntegrityCre

Communication

Competence

IntegrityCre

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Communication

Competence

IntegrityCre

Communication

Competence

IntegrityCre

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• Staff development• Feedback

Support

• Shared decision-making• Soliciting ideas• Closing the loop

Collaboration

• Workload balancing• Stress management• Utilizing staff passion and skills

Caring

Support

Collaboration

Caring

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Support

Collaboration

Caring

Support

Collaboration

Caring

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• Equal work for equal pay• Equal respect regardless of position

Equity

• Avoid preferential treatment• Fair does not mean equal

Impartiality

• Escalation path is understood• Supportive when concerns are brought

forward

Caring

Equity

Impartiality

forward

Caring

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Equity

Impartiality

forward

Caring

Equity

Impartiality

forward

Caring

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Employee needs

• Clear expectations

• Available resources

• Use of talents

• Recognition and feedback

• A voice

• Teamwork & camaraderie

• Personal growth

Clear Expectations

• Everyone knows how to do their job and what’s expected of them – often a stumbling block

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Clear Expectations

• Do good work• Don’t make mistakes• Try your best

Clear Expectations

• Do good work• Don’t make mistakes• Try your best• Vague = Bad

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Clear Expectations

• Do good work• Don’t make mistakes• Try your best• Vague = Bad

• If a manager cannot articulate job expectations, they can’t reasonably expect the employee to meet those expectations

Clear Expectations

• Expectations may not be universal• Baseline expectations vs. individual

expectations

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Clear Expectations

expectations

• Baseline (fairness)• Universal, e.g. follow SOPs, wear PPE• Job duties (role based)• Work unit norms

Clear Expectations

expectations

• Baseline (fairness)• Universal, e.g. follow SOPs, wear PPE• Job duties (role based)• Work unit norms

• Individual (growth)• Short and long term goals• Stretch assignments

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Clear Expectations

• Be careful mandating the “how”• I want you to prepare a 20 slide presentation

on educational models by the end of the month and present to the executive team.

Clear Expectations

• We agree that an appropriate goal to advance in your career is to increase your comfort level speaking in front of an audience.

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Clear Expectations

• We agree that an appropriate goal to advance in your career is to increase your comfort level speaking in front of an audience.

• Check in (again, without micromanaging)• 1:1’s, team meetings, milestone checkpoints

Available Resources

• Do I have what I need to do my job?

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Available Resources

• Do I have what I need to do my job?• Material

• Challenging for managers w/o purchasing authority

Available Resources

• Transparency• Solicit input from staff

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Available Resources

• Training• Poor training = lack of confidence

Available Resources

• Training• Poor training = lack of confidence

• Feedback/support• Does management care about me?

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Use of Talent

• “I have a passion for X”; use it!

Use of Talent

• “I have a passion for X”; use it!• Employee who are able to use their strengths

daily are 6x more likely to be engaged (Gallup)

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Use of Talent

Management Approach

Engaged Disengaged Actively Disengaged

Standard 30% 50% 20%

Focus on Strengths

61% 38% 1%

Ignore 2% 40% 57%

Use of Talent

Management Approach

Focus on Strengths

61% 38% 1%

Ignore 2% 40% 57%

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Use of Talent

Management Approach

Focus on Strengths

61% 38% 1%

Ignore 2% 40% 57%

Use of Talent

• Help them find their strengths• Strengths Finder 2.0

• Use strengths to meet team objectives

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Use of Talent

• Help them find their strengths• Strengths Finder 2.0

• Use strengths to meet team objectives

• Incorporate strengths into performance reviews

• Set goals based on strengths

Recognition and Feedback

• Are you successful in your job?

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• Are you successful in your job?• How do you know?

• “Glass half full” people – no news is good news• What if they’re not meeting expectations?

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• “Glass half full” people – no news is good news• What if they’re not meeting expectations?

• “Glass half empty” people – no news is bad news

• What if they’re doing great but don’t know it?

• You get the behaviors you reinforce

• Good behaviors: reward

• Poor behaviors: “punish”

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• Let’s talk about psychology*

*Herzberg’s Hygiene and Motivational Factors

• Let’s talk about psychology*

*Herzberg’s Hygiene and Motivational Factors

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• Things not to do• Be vague

• Things not to do• Be vague• Use the “sandwich” technique

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• Things not to do• Be vague• Use the “sandwich” technique• Give feedback with the wrong intent

• Here’s how to give feedback• Ask permission/Is this a good time?

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• Here’s how to give feedback• Ask permission/Is this a good time?• When you [behavior]…

…here’s what happened [consequence]

A Voice

• What do they need, what do they want, what do they think

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A Voice

• Benefits• All of us are smarter than some of us

A Voice

• Benefits• All of us are smarter than some of us• Feedback for management team

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A Voice

• Benefits• All of us are smarter than some of us• Feedback for management team• Enables smoother change management

A Voice

• Building and maintaining an environment of open communication

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A Voice

• Make it safe

A Voice

• Make it safe• Solicit input

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A Voice

• Make it safe• Solicit input• Invite differing views (and don’t growl at the

messenger)

A Voice

• Make it safe• Solicit input• Invite differing views (and don’t growl at the

messenger)• Actually listen

“Most people do not listen with the intent to understand; they listen with the intent to reply.”

-Stephen R. Covey

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Teamwork & Camaraderie

• Working together to meet common goals• And not hating each other on the way

Teamwork

• Approach• Set the expectation

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Teamwork

• Approach• Set the expectation• Use teams to solve problems

Teamwork

• Approach• Set the expectation• Use teams to solve problems• Focus on open, honest, respectful

communication

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Teamwork

• Approach• Set the expectation• Use teams to solve problems• Focus on open, honest, respectful

communication• Shared decision-making

Teamwork Approach

• Set the expectation

• Use teams to solve problems

• Focus on open, honest, respectful communication

• Shared decision-making

• Reward teamwork (manager-staff and peer-peer)

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Camaraderie Approach

Camaraderie

• Ice breakers or “get to know you’s”

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Camaraderie

• Team members are valued for their unique qualities

Camaraderie Approach

• Team members are valued for their unique qualities

• Community meals

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Personal Growth

• Aligned (somewhat) with utilization of strengths• Using strengths in new ways

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Personal Growth

• Learning and/or experiencing new things

Personal Growth

• Autonomy is an important component

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Personal Growth

• Autonomy is an important component• As is empowerment

Personal Growth

• Autonomy is an important component• As is empowerment

• Make your life easier - delegate

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Employee Engagement Action Plan

• Start with management (i.e. self-reflection)

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• Start with management (i.e. self-reflection)• Do you encourage input and suggestions?

• Do you actively listen?• Do you provide context or ask probing

questions?• Do you provide rationale when ideas

aren’t used?

• Start with management (i.e. self-reflection)• Do you encourage input and suggestions?

• Do you actively listen?• Do you provide context or ask probing

questions?• Do you provide rationale when ideas

aren’t used?• How autonomous is your staff?

• Do you “check in”, or micromanage?• What’s your mistake tolerance?

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• Start with management (i.e. self-reflection)• How often do you give feedback?

• Is correcting feedback done from a place of the other person’s success?

• Is positive feedback frequent and meaningful?

• Start with management (i.e. self-reflection)• How often do you give feedback?

• Is correcting feedback done from a place of the other person’s success?

• Is positive feedback frequent and meaningful?

• What’s your visibility level?• Are you approachable? Are you sure?

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• Critically evaluate your work unit• What employee needs aren’t being met?

• Select a few “gap” areas and focus on them• Elements of trust• Employee needs

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Build Your Approach

• Write down your vision and goals for the work unit

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Build Your Approach

• Share them

Build Your Approach

• Share them

• Manage and coach to the goals; constant feedback

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Build Your Approach

• Share them

• Solicit input and shared decision-making (where appropriate)

Build Your Approach

• Share them

• Solicit input and shared decision-making (where appropriate)

• Support growth and learning

• Communicate, communicate, communicate

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Effective Employee Engagement

Employee engagement takes effort to maintain…

Effective Employee Engagement

Employee engagement takes effort to maintain…

…but develops into a positive spiral of teamwork and success

6/16/2016

Questions & Discussion

Presentation with xtra slides - Insights€¦ · 6/16/2016 3 © MFMER What is “engagement”? •...

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