Employee Engagement Survey 2018 BDMS Group · Group 1: BHN 24 6 -20 3 Group 1: BSN 14 25-1 Group 1: BMR 14 7-19 Group 1: BPR 8 23 -3 20 Group 1: RPH 12 -1945 Group 1: RAH 20 5-21

Prepared by Aon Thailand

Presentation to Bangkok Dusit Medical Services

Employee Engagement Survey 2018BDMS Group

Bangkok Dusit Medical Services

September 2018

Aon Hewitt | Thailand | Talent, Rewards & Performance

Proprietary & Confidential 2

Meeting Objectives

• To present results and findings from the Employee Engagement Survey 2018 of BDMS Group

• To provide recommendations for potential areas of improvement to enhance your employee engagement

Aon Hewitt | Thailand | Talent, Rewards & Performance


Contents

1. Engagement Results

2. Engagement Driver Results and Improvement Areas

3. Recommendations

Appendix : Detailed Survey Results

Proprietary & Confidential 4Proprietary & Confidential

1. Engagement Results


Survey Background

Data collection during 1 August – 31 August 2018

Overall Response rate at 100% covered 26,774 employees

6 Engagement Questions and 43 Engagement Driver Questions

with 6 point scales (Strongly Agree to Strongly Disagree)

Benchmarking including Thailand average, Best Employer 2017, Global Healthcare Provider


Engagement Measurement Methodology

They speak positively about their employer to colleagues,

customers, friends and family

They are committed to their employer

We motivate them to perform

6 Questions50 Questions


Executive Summary for BDMS Group (2018)

Overall engagement score of BDMS Group 14% from last year(2017)

14% from Thailand average(2015 – 2017)

12% from Thailand Best Employers(2018)

11% from Global Healthcare Providers(2015 – 2017)

Priority Improvement Areas

= 75%which is…

Top three and bottom three questions

Tell others great things

Work place safety and security

Proud to be part of organization

Provide clear process

Paid fairly

Provide sufficient

opportunities

Management 91%

19 years and above 92%Clinical Officer 43%

6 months to 9 years 58-61%

By Job Group and YoS

Key Findings: Hot Spots

By Group

BDMS 75%

Group 1 (Bangkok) 69%

Group 2 (Samitivej) 78%

Group 3 (Bangkok/ E) 65%

Group 4 (Bangkok/ N, NE) 78%

Group 5 (PYT) 85%

Group 5 (Paolo) 82%

Group 6 (Bangkok/ S) 73%

Group 7 70%

Non-hospital 63%

+2485%

83%

83%

+11

+2

40%

55%

59%

-6

+8

-1

+11

+4

+6

+6

2018

2017

Talent &

Staffing

Focus on retain

the talent people

Reward

Paid fairly and

appropriately

share in its

financial success

Collaboration

Enabling

Infrastructure

Provide clear

Processes and

procedures for doing

our work

Career

Provide sufficient

opportunity to move

between different

functions to enhance

my career

Leadership

Work

independently to

achieve only for

themselves

Enabling

Infrastructure

Provide clear

Processes and

procedures for doing

our work

Career

takes actions from

the result of the

previous employee

engagement survey

know what career

opportunities are

available to me


11 points 64%

Global Healthcare Providers ( 2015-2017)

14 points 61%

Thailand- Mid Year ( 2015-2017)

14 points 61%

2017

Overall engagement score of BDMS Group(2018) is 75%.

75%

Differences may appear one percentage point higher or lower than expected due to rounding.

12 points 87%

Best Employer Thailand 2018

73% Top Quartile


39% of employees are highly engaged

Thailand - Mid Year (2015-2017) -5 -9 -3 +17

Thailand-Best Employers-2017 +2 +10 +5 -17

Global Healthcare Providers -8 -2 -5 +16


Engagement | 75%

‘SAY’ questions have higher scores whereas ‘STAY’ question requires the attention.

Item 2017Best Employer Thailand-2017

Thailand – Mid Year (2015-2017)

Given the opportunity, I tell others great things about working here +24 -6 +18

I would not hesitate to recommend this organization to a friend seeking employment

+5 -9 +9

This organization inspires me to do my best work every day +11 -9 +17

This organization motivates me to contribute more than is normally required to complete my work

+4 -16 +6

It would take a lot to get me to leave this organization -6 -21 -4

I rarely think about leaving this organization to work somewhere else +10 -17 +8

85

80

75

69

64

62

13

16

17

21

17

18

2

3

5

7

9

10

1

2

3

3

10

9

% Positive Perception % Positive Hesitance

% Negative Hesitance % Negative Perception

SAY

SAY

STRIVE

STAY

STRIVE

STAY

*STAY questions have low engagement score across the group


Engagement score by group

63%

70%

73%

82%

85%

78%

65%

78%

69%

75%

75%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Group Non-hospital

Group7

Group6

Group5 Paolo

Group5 Phyathai

Group4

Group3

Group 2

Group1

BDMS

BDMS Group

Engagement score

+14

+16

+19

+12

+20

+15

+8

+11

+21

+4

+22

Key improvement areas for Non-hospital:

1. Focus on retaining talent people

2. Provide sufficient opportunity

3. Benefit plan meets my need

4. Provide clear processes


While Management group is the highly engaged in most groups, the Clinical Officer group on the other hand, is consider the least engaged.

Remark: No demographic results shown in some groups due to less than 10 respondents.

82%

74%

69%

89%

72%

88%

91%90%

82%84%

55%

70%

64%

72%

60%

74%

82%

76%

69%

80%

75%

83%

68%

82%

87%

82%83%

73%

64%

57%

75%

43%

70%

75% 75%

54%

64%

78%

75%

87%

65%

82%

87%

83%

71%73%

76%

73%72%

73%

69%

78%

87%

84%

71% 71%

63%

40%

50%

60%

70%

80%

90%

100%

BDMS Group BDMS Group1 Group2 Group3 Group4 Group5 Phyathai Group5 Paolo Group6 Group7 Group Non-hospital

Job Group

Manangement

RN

PN / NA / Patient Assistant

Clinical Officer

Assistant Clinical Officer

Non - Clinical Officer


Most Division Manager and Director are highly engaged; while, Officers and HOD/ Department Managers & Deputy/Assistant appear to be the hot spot to take care.

81%

73%

83%

70%

82%

89%

84%

81% 81%

71%

80%

67%

74%

60%

74%

81%

79%

69%

63% 63%

80%

67%

74%

82%

69%

84%

92%

85%

77%

80%

61%

83%

67%

74%

89%

79%

97%

88%

92%

79%

90%

71%

78%

64%

70%

92%

94%

80% 80%

87%

68%

78%

80%

65%

79%

50%

55%

60%

65%

70%

75%

80%

85%

90%

95%

100%

BDMS Group BDMS Group1 Group2 Group3 Group4 Group5 Phyathai Group5 Paolo Group6 Group7 Group Non-hospital

Job Level Staff

Officer

HOD/DepartmentManager&Deputy/Asst.

Division Manager & Deputy/Asst.

Director & Deputy/Asst.

Executives



While 30 hours or less per week is the highly engaged in most groups, more than 60 hours per week ,on the other hand, is consider the least engaged.

73%

62%

74%

66%

92%

72%

69%

79%

65%

77%

88%

70%

76%

64%

81%

87%

84%

78%

71%

57%

76%

70%

72%

79%

67%

79%

87%

84%

73%

75%

64%

74%

60%

67%

77%

63%

73%

86%

82%

71%

65%

67%

69%

63%

73%

56%

67%

77% 77%

69%

59%

50%

55%

60%

65%

70%

75%

80%

85%

90%

95%

BDMS Group BDMS Group1 Group 2 Group3 Group4 Group5Phyathai

Group5 Paolo Group6 Group7 Group Non-hospital

Work Hours Per Week

30 hours or less per week

More than 30 hours up to 40 hours per week



More than 60 hours per week



Engagement Score Comparison: By hospital (1/5)

APAC 2017Thailand - Mid Year (2015-

2017)Thailand-Best Employers-

2018

Global-Custom-Healthcare Providers and Services-

Mid Year(2015-2017)

BDMS Group 14 14 -12 11

BDMS Corporate 16 14 -12 11

Group1

Group 1: BHQ 21 7 -19 4

Group 1: BHN 24 6 -20 3

Group 1: BSN 14 25 -1 25

Group 1: BMR 14 7 -19 7

Group 1: BPR 8 23 -3 20

Group 1: RPH 12 -19 -45 -19

Group 1: RAH 20 5 -21 5

Bottom Quartile (0-51%) Moderate Zone (51-73%) Top Quartile (73-100%)

75%

75%

68%

67%

86%

68%

84%

42%

66%

Difference in % Engaged vs.

Key improvement areas for BDMS Corporate

Function:

1. Provide technology for employees

2. Focus on attracting talent people

3. Actively support learning and development

4.Provide clear processes

Key Improvement areas for Group 1:





Key Improvement areas for RPH:


2. Focus on recognition to contributions


4. Senior leadership openness in communication





2018


Mid Year(2015-2017)

Group 2

Group 2: SVNH 9 20 -6 17

Group 2: SSH 21 16 -10 13

Group 2: BNH 3 -2 -28 -5

Group 2: STH 23 26 -- 23

Group 2: SCH 8 31 5 28

Group 2: SCT -1 12 -14 9

Group 3

Group 3: BPH -18 -3 -29 -6

Group 3: BRH 25 9 -17 6

Group 3: BCH 23 6 -20 3

Group 3: BTH 13 8 -18 5

Group 3: SRH 2 -3 -19 -6



58%

77%

67%

69%

70%

58%

92%

73%

87%

59%

81%

Key improvement areas for Group 2:



3. Provide career opportunity for strong

performer

4. Actively support learning and

development

Key improvement areas for BPH/SRH:





Key improvement areas for BHN:




4. Actively support learning and

development










2018


Mid Year(2015-2017)

Group4

Group 4: BCM 6 -3 -29 -3

Group 4: BKH 13 27 1 27

Group 4: BHP 45 19 -7 19

Group 4: BUD 11 7 -19 7

Group 4: BPL 19 17 -9 17

Group 4: BKN 24 31 5 31


58%

88%

80%

68%

78%

92%







Key improvement areas for BCM:






*PLS was new hospital listed this year ,therefore there no historical score compare.




2018


Mid Year(2015-2017)

Group5

Group 5: PT1 3 25 -1 25

Group 5: PT2 -- 18 -8 18

Group 5: PT3 7 26 -- 23

Group 5: PTS 14 32 6 29

Group 5: PTN 20 18 -8 15

Group 5: PLP 10 24 -2 21

Group 5: PLC 14 16 -10 12

Group 5: PLS 8 24 -2 21

Group 5: PLR 10 9 -17 6

Group 5: PLK -- 22 -4 19

Group 5: PLD 5 23 -3 20


86%

79%

87%

93%

79%

85%

77%

85%

70%

83%

84%


Key Improvement areas for PLR:



3. Focus on clear processes

4. Fair pay for my contribution to

organization’s success

Key improvement areas for Group 5

Phyathai:




4. Provide career opportunity for strong

performer

Key improvement areas for Group 5 Paolo:




4. Provide technology for employees




2017)Thailand-Bet Employers-

2018


Mid Year(2015-2017)

Group6

Group 6: BPK 32 9 -17 6

Group 6: SIH 33 15 -11 12

Group 6: BHH 15 11 -15 8

Group 6: BSH 11 20 -13 11

Group 6: DBK -3 2 -24 -1

Group 6: BSR 7 13 -6 10

Group7

Group 7: N Health 4 9 -17 6

Non Hospital

Non Hospital: GLS 24 -7 -33 -10

Non Hospital: ACC 9 17 -9 14

Non Hospital: FHF 37 30 4 27


70%

76%

72%

81%

63%

74%

70%

54%

78%

91%





3. Fair pay for my contribution to

organization’s success


Key improvement areas for DBK:

1. Provide clear process




Key improvement areas for Group 7 N

Health :




4. Provide appropriate share in

organization financial success

Key improvement areas for GLS:






2. Engagement Driver Results and Improvement Areas


Engagem

ent

Com

mitm

ent

Div

ers

ity &

In

clu

sio

n

Work

Tasks

Custo

mer

Focus

Bra

nd

Em

pow

erm

en

t/

Au

ton

om

y

Perf

orm

ance

Managem

ent

Culture

Wellbein

g

Coll

ab

orati

on

Decis

ion M

akin

g

Dir

ecto

r /

Manager

Imm

edia

te

Superv

isor/

HO

D

Senio

r Leaders

hip

Care

er

&

Develo

pm

ent

Tale

nt

& S

taffin

g

Enabling

Infr

astr

uctu

re

Rew

ard

s &

Recognitio

n

Distance From

2017 +14 +2 -- -- +3 +3 +16 +9 -- +3 +10 -- -- +4 +5 +5 +8 +7 +7

Thailand-Best Employers-2017 -12 -11 -- -9 -9 -11 -8 -13 -- -7 -11 -- -- -11 -14 -17 -19 -31 -21

Thailand - Mid Year (2015-2017) +14 +2 -- +1 +8 +8 +10 +10 -- +9 +8 -- -- +4 +7 +5 +4 -2 +7

Satisfaction score by engagement driver questions

75%83% 82% 82% 80% 77% 77% 75% 75% 75% 74% 74% 73% 73% 73%

66% 65% 63% 62%

0%

20%

40%

60%

80%

100%


Top 10 satisfaction score by engagement driver questions

Dimension Item 2017Thailand-Best

Employers-2017

Thailand - Mid

Year (2014-

2017)

EngagementGiven the opportunity, I tell others great things about working here

+24 -6 +18

Wellbeing Workplace safety and security are considered important here +11 -7 +9

Commitment I am proud to be part of this organization +2 -11 +2

Customer Focus We regularly seek input from our customers +2 -- --

Diversity & InclusionWe have a work environment that is accepting of diverse backgrounds and ways of thinking

-- -- --

Work Tasks I get a sense of accomplishment from my work -- -9 +1

BrandThis is a socially and environmentally responsible organization

+3 -11 +5

EngagementI would not hesitate to recommend this organization to a friend seeking employment

+5 -9 +9

CollaborationMy colleagues share best practice and job knowledge with each other

-- -7 +9

CultureI see other people in this hospital/organization provide service with whole heart politeness

-- -- --

85

83

83

82

82

82

81

80

79

78

13

14

14

14

15

15

16

16

16

18

2

2

2

3

2

2

2

3

3

3

1

1

1

1

1

1

1

2

2

1

% Positive Perception % Positive Hesitance

% Negative Hesitance % Negative Perception


RWA3 analysis focuses on the areas you should take action in order to boost the employee engagement


Priority Improvement Areas By Questions

Rank Dimension Item % FavorableThailand - Mid Year

(2015-2017)

1 Career & DevelopmentI have sufficient opportunity to move between different functions to enhance my career

7 Career & DevelopmentThis organization offers excellent career opportunities to employees who are strong performers

12 Career & Development I know what career opportunities are available to me

15 Career & DevelopmentThis organization actively supports the learning and development of its employees

2 Work SystemWe have clear processes and procedures for doing our work

3 Talent & StaffingWe are retaining the people we need to achieve our business goals

5 Talent & Staffing We are attracting the people we need to achieve our business goals

4 Rewards & RecognitionIf this organization does well, I will appropriately share in its financial success

6 Rewards & RecognitionI am paid fairly for the contributions I make to the organization’s success

9 Rewards & RecognitionOverall, this organization's benefit plan meets my (and my family’s) needs well

13 Rewards & RecognitionI receive appropriate recognition (beyond my pay and benefits) for my contributions and accomplishments

8 Decision Making Employees are kept informed on matters that directly affect them

-1

5

11

6

-10

4

3

3

8

8

8

59%

70%

62%

72%

40%

62%

68%

64%

55%

64%

64%

71%


Priority Improvement Areas compared to previous year


Employee comments on 4 priority drivers

Provide sufficient opportunity to

move between different

functions to enhance my career

Provide clear Processes and

procedures for doing our work

Focus on retain the talent people

• ความก้าวหน้าในงานไม่ชัดเจน

มาท างานไปวันๆ

• โอกาสการก้าวหน้าในหน้าที่การ

งานยังไม่เกิดขึ้น

• ไม่ทราบถึงโอกาสการกา้วหน้า

ในหน้าที่การงานที่โรงพยาบาล

มีให้พนักงาน

• การท างานบางอย่างยังไม่มี

ระบบงานที่ชัดเจน

• การประสานงาน และท างานร่วมกัน

ระหว่างแผนกในองค์กรยังไม่

ราบรื่นเท่าที่ควร

• การประสานงานในระหว่าง

หน่วยงานยังไม่ดีพอ

• พนักงานที่มีศักยภาพสูงแต่ลาออก

บ่อย เน่ืองจากขาดความเช่ือมั่นใน

องค์กร

• พนักงานหลายคนเก่งแต่อยู่กับองค์กร

ไม่กี่ปี

• องค์กรไม่สามารถดึงคนเก่งให้อยูน่าน

ได้

• โบนัสน้อยเมื่อเทียบกับภาระงานที่มากขึน้

คนไข้เยอะขึ้น

• ควรมีโบนัสที่เหมาะสมส าหรับพนักงาน

เมื่อพนักงานสร้างก าไรให้องค์กร

• องค์กรควรขึ้นโบนัสให้พนักงานที่ท างาน

ดีทุกๆปี

Paid fairly and appropriately share in

its financial success

Career Enabling

Infrastructure

Talent &

Staffing

Reward


3. Recommendations


Recommendations on Priority Areas Across Groups

Provide sufficient opportunity to move

between different functions to

enhance my career

Provide clear Processes and procedures

for doing our work

Focus on retain the talent people

• Promote the opportunity

across BDMS group

• Provide guideline for growth

within each Group and

BDMS Group

• Reinforce career

conversation through

manager

• Reinforce everyone to

create better customer

experience

• Support cross functional project

and award successful cross

collaboration

• Revisit the way to take care

Talent “what we did in the past may not wanted

by Talent now”

• Identify talent criteria for business

in the future

• Search for the potential talent and

create BDMS talent pool

• Assign the potential assignment

• Educate and Empower

manager to handling reward

conversation

• Develop Manager self-

services(MSS) and Employee self-

services(ESS) policy

Paid fairly and appropriately share in its

financial success

Career Enabling

Infrastructure

Talent &

Staffing

Reward


ข้อมูลเพือ่ตดิตอ่

Ornpawee Karnchanomai

Senior Consultant

Aon Thailand

+662.350.4718

[email protected]

Soravit Narksusook

Consultant

Aon Thailand

+662.350.4745

[email protected]

mailto:[email protected]

mailto:[email protected]

Documents

Employee Engagement Survey 2018 BDMS Group · Group 1: BHN 24 6 -20 3 Group 1: BSN 14 25-1 Group 1: BMR 14 7-19 Group 1: BPR 8 23 -3 20 Group 1: RPH 12 -1945 Group 1: RAH 20 5-21