navicent health: understanding the employee experience to ... · presentation. to submit a...
Post on 06-Aug-2020
0 Views
Preview:
TRANSCRIPT
Navicent Health:Understanding the Employee Experience
to Drive Results
Gina KeadleChief Human Resources Officer
Navicent Health
Amber KingExecutive Coach/Leadership Coach
Navicent Health
Hannah Spell, Ph.D.Director of Research and Analytics
SMD
Submitting Questions
Questions may be submitted at any time during the presentation. To submit a question:
Click on the Questions tab on the right hand toolbar (as shown at the right).
This will open the Questions tab on your system only.
Type your question into the dialog box and click the Send Button.
Presentations & Facilitator
To stay up-to-date on all our research and presentations:
• Join our LinkedIn page: https://www.linkedin.com/company/strategic-management-decisions
• Follow us on Twitter: @SMDHR
Hannah Spell, Ph.D.Director of Research and Analytics
hspell@smdHR.comhttp://smdhr.com/leadershipteam.html
https://www.linkedin.com/pub/hannah-spell/11/692/872
SMD OVERVIEW: Driving Business Results Through Assessments
OU
R T
EC
HN
OLO
GY Analytics Based:
Links People to Critical Business Outcomes through:
• Employee Surveys
• 360 Feedback
• On-boarding & Exit Surveys
• Selection Assessment
• Competency Modeling
OU
R P
RO
CESS 4 Steps:
• Prioritization of Key Business Drivers
• Selection of Improvement Areas
• Customized Action Items
• Business-Focused Action Plans
YO
UR
BO
TTO
M-L
INE Common Outcomes:
• Operations Metrics
• Financial Metrics
• Customer Satisfaction
• Patient Satisfaction
• Turnover / Retention
• Whatever is most critical to your bottom-line
Benchmark Overview
• Rolling 2-year database of over 1 million survey responses
• Over 1,300 healthcare facilities
• We define top-performing based on outcomes (e.g., HCAHPS scores) along with engagement & participation rates
Sample Organizations Included:
Participating Hospitals
Meet Navicent Health
Meet Navicent Health
Meet Navicent Health
Behind the Strategy
Historical Survey Perspective
Current measurement and analytic strategy in place
Ongoing initiatives driving strategy and validating current path
Navicent’s Employee Measurement Timeline
May 2017
•Administered Employee survey – connected to turnover risk and employee performance
•Targeted leader initiatives throughout the year based on results
Oct 2017•Onboarding and Exit surveys launched
Jan 2018•Post-survey Turnover analysis conducted
May 2018
•Employee Survey – connecting to turnover risk, turnover results, and Patient Satisfaction
March 2019
•Pulse Survey – checking in on key metrics
Sept 2019
•Annual Employee survey – aligning with performance cycle, linking to turnover, patient satisfaction, leader training, employee performance
Measurement & Analytic Strategy
Annual Survey
Onboarding Surveys
Exit Surveys
HRIS Data
Business Data
Key Stakeholders
ANALYTICS
4-Clicks Action Planning
Defined Rollout of Results and Action Strategy
Over time, determine actual
ROI: Turnover HCAHPS
Engagement
LISTENING STRATEGY
ACTION BUSINESS IMPACT
Detailed Comments
Analysis
Turnover Analytics to
highlight high risk areas
Track Low Scoring Onboard
Identify Critical Issues for Key Stakeholders
Report & Action Tools
What we Know so Far
30 Days
(Turnover)
120 Days
(Turnover)
2018 Annual
(Turnover Risk, Patient
Satisfaction)
Post Survey Turnover Drivers
Exit
Senior ExecsManagement
ToolsJob FitQualityMission
Job FitMission
Customer FocusWork-life Balance
Compensation
Job FitWelcome
Customer FocusWork Schedule
Job FitAccountabilityManagement
Teamwork
CompensationTeamwork
ManagementCareer
Development*
Categories in orange were key drivers across multiple phases in the employee lifecycleTeamwork in blue, was a unique turnover driver that was also heard in exit surveys
*Career Development relates closely with Job Fit
Onboarding & Exit Surveys
• Timeframe: Launched end of 2017
• Data Collection: 30, 120 days post-hire and Exit from organization via e-mail
• Results Focus: Initial results focused on improving Turnover Risk• Rolling Surveys: as volume continues to build, analytic options grow as
well (e.g., connect to new hire turnover, split out results to local levels)• Turnover: At the beginning of 2019 connected to actual first year
turnover and are focused on improving key drivers
2017 & 2018 Annual Survey
• Participation 70.5%
• Linked to Employee Performance and Turnover Risk
• Survey Communication Strategy
• Post Survey Initiatives – Focus Groups
– Engagement Success Pathways
• Post-survey Decisions– Turnover analytics
– Performance evaluation analytics
• Participation 80.4% (9.9% from 2017)
• Linkage to Turnover Rates and Patient Satisfaction
• Survey Communication Strategy
• Post Survey Initiatives– Focus Groups
– Engagement Success Pathways
• Post-Survey Decisions– Pulse Surveys
Survey Communication Strategy
• Navicent Health Values• Survey Announcements
– Primary-Universal site, Emp ID and DOB, Intranet, posters and e-mail– Revised communication letter and survey headings/Leadership– Secondary-Direct e-mail link– Table Tents/Posters QR scan code
• Survey Ambassadors– CEO Advisory Council, HPCA Members, Leadership Coaching Staff, Unit specific
Ambassadors (Talking Points/iPads)
• Competition• Rewards
2017 Employee Survey Key Drivers of Turnover Risk & Performance Ratings
Use the survey as a strategic tool to understand how the employee
experience related to critical outcomes –not just where you scored the lowest
Key Drivers are determined for the entire system
Where managers focus within those areas is based on their own team’s scores
Every leader gets a report on where to focus to drive outcomes, prioritized for them and based on how their work unit
scored
Ave
rage
Sco
re
Low Impact Level of impact on outcomes High Impact
Post Survey Initiatives
• Focus Groups: 23 groups, various levels, org results followed by dept. results
• Visiting for Impact: 6 months, NH Flagship-now extending, Executives/Coaching, Debrief-Results-Tools/Resources
• Engagement Success Pathways
– Purpose- On-going survey actions vs. spikes
– Strategy- Experiential Action Planning
– Participation – 60 leaders invited, 178 attended
Survey Score Changes 2017 to 2018
Category ChangePriority
Quadrant
Tools 0.21 FOCUSCommunication 0.20 MONITORManagement 0.17 PROMOTECareer Development 0.17 MONITORSafety 0.16 MAINTAINCustomer Focus 0.16 MAINTAINTeamwork 0.15 MAINTAINQuality 0.15 PROMOTEEngagement 0.15 N/AJob Fit 0.14 PROMOTESenior Executives 0.14 FOCUSDiversity 0.11 MAINTAINAccountability 0.11 MONITORMission, Vision, Values NEW PROMOTE
Across the board, survey scores improved significantly from 2017 to 2018.
Analytics connecting to Patient Satisfaction and turnover drive the focus for action planning.
Accountability
Career Development Communic…
DiversityJob Fit
Custo… Management
Senior Executives
Mission
Quality
Safety
Teamwork
Tools
3.5
3.7
3.9
4.1
4.3
4.5Maintain Promote
FocusMonitor
Engagement Success Pathways Program for Leaders
Difference in Level of Change
Accountability 0.08Safety 0.06Quality 0.06Teamwork 0.06Management 0.05Customer Focus 0.03Senior Leaders 0.02Job Fit 0.01Communication 0.01Career Development -0.01Diversity -0.01Engagement -0.01Tools -0.01
All leaders saw improvement, as was seen with the overall organization. However, for those who attended the ESP programs, the degree of improvement was larger.
For the differences that are +/- .01, we consider those to be statistically the same.
0
0.05
0.1
0.15
0.2
0.25
ESP Attendence and Survey Improvement
Survey Score Change - Did not Attend Survey Score Change - Attended
Net: High-scorers on the key driver metrics scored 7.3% higher than low scorers on Patient Satisfaction, and 44% higher than low scorers
on Turnover Risk.
Key Driver Impact: Turnover Risk & Patient Satisfaction
21
High performance was defined as those who on average rated their key driver experiences over the green threshold of 4.27. Low performance was defined as those who on average rated their key driver experiences below the red threshold of 3.88.
Patient Satisfaction Turnover Risk
77.0
97.2
69.753.2
High Key Drivers Low Key Drivers
Patient Satisfaction: For departments where employees, on average, rated the key driver topics favorably, those departments also show more favorable patient satisfaction ratings (7.3% more favorable than departments where the employees rated the survey topics less favorably).
Turnover Risk: For employees who rated the key drivers favorably, they also indicated they were more committed to continued employment with the organization (more favorable Turnover Risk) and are thus, less likely to voluntarily exit the organization.
Improvements Realized
• Process: Set-up time, delivery of results, Engagement action planning tool, reporting/analytics connected to strategy
• Leader Engagement: as evidenced by ESP attendance
• Employee Engagement: as evidenced by improvements in participation and survey scores
• HR Service Delivery-Transformational vs. transactional, critical component to HRBP service delivery model
Turnover Improvements to Date
Improvements in Employee Survey scores are significantly correlated with improvements in overall and voluntary turnover rates at Navicent.
For departments in the top ten percent of average survey score improvement, they saw an average improvement in
turnover rates of:• 9.9% reduction in overall turnover
• 4.4% reduction in voluntary turnover
For departments in the bottom ten percent where average survey scores declined from 2017 to 2018, they saw
an average change in turnover rates of:• 6.8% increase in overall turnover
• 6.5% increase in voluntary turnover
From the top 10% of departments, this equated to a reduction in 31 terms – at a value of $40k per term yields a savings of $1.24M
Summary
• Thoughtful and planful approach to surveys, measurement, analytics, and actions defines how Navicent “does business” in HR
• Purposeful follow-up strategies along with accountability have yielded strong positive changes in the employee experience, leadership skills, and turnover rates
• SMD is our survey partner of choice
Questions and Comments
• Please use the chat function to submit a question
• Recorded meeting and PPT deck will be posted to the Retention Work Group Portal
• On Retention Work Group Portal you can ask the group and speakers additional questions after the meeting
SMD’s Analytics Workshop
Predictive Analytics in HR:Connecting People to the Bottom Line through Smarter Analytics
12 hours HRCI and SHRM Business Credit
Click here for more information and to register with a $100 discount
May 15th & 16th - San Francisco September - Chicago
Learning Objectives:
• Identify opportunities to apply analytics in their own organizations• Learn and demonstrate effective internal consulting skills• Learn the Business Partner RoadMap for using practical analytics that show business impact• Develop a business case and expected ROI for HR initiatives• Apply a practical and proven methodology for implementing HR analytics in organizations• Build an HR Strategy that is directly connected to real business outcomes
2019 Retention Work Group Completed- Now What?
Stay informed on SMD research– White Papers: http://smdhr.com/whitepapers/
– Webinars: http://smdhr.com/webinars/
Complimentary Retention Consultation– One of SMD’s Retention Consultants (PhD) will take a look at your organization’s current
process to collecting and/or analyzing employee data and provide feedback on improving collection and diagnosis
– More information, contact Heidi Kamm hkamm@smdhr.com
Post-Retention Work Group Survey (Coming Soon!)– We’d enjoy your feedback on the Retention Work Group
top related