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#WorkBeyond#WorkBeyond
#WorkBeyond#WorkBeyond
MODERATOR: Deborah Munster / Executive Director / Diversity Best Practices
PRESENTERS:
Cara Williams / Assistant VP, HR / Scripps Health
Vanessa Weaver, Ph.D. / CEO / Alignment Strategies
#WorkBeyond#WorkBeyond
Cara Williams Assistant VP, HR
Scripps Health
Scripps Health Case Study:
A Holistic Approach to Employee Engagement
Cara WilliamsAssistant Vice-President, Engagement & HR
About Scripps Health
5
Historical Legacy
Miss Ellen Browning Scripps Scripps Memorial Hospital
& Metabolic Clinic
Founded in 1924
Mother Mary Michael
Cummings & Sisters of Mercy Founded St. Joseph’s Hospital,
1890
Named Mercy Hospital in 1924
To here...From there...
Transformation
About Scripps Health
6
• Not-for-profit, integrated health care system in San Diego, California
• Operating two of San Diego’s six trauma centers
• 3 Billion in Revenues
Founded 1924LA JOLLA, CA
15,000EMPLOYEES
3,000PHYSICIANS
2,000 in Independent Practice
The Scripps Network
7
Scripps Hospital Campuses (5)
Scripps Clinic (13)
Scripps Coastal Medical Center (15)
ER’s & Urgent Care Centers (3)San Diego, California
Imaging Healthcare Specialists (8)
Scripps Home Health & Hospice (3)
Affiliated Independent Physicians (2,000)
Proton Beam Center
Scripps Prebys Cardiovascular Institute
Recognition of Excellence
8
Engagement Survey Results
58
67
76 7882 85 86 87 88 88 87 85 85 83 86 84 86
0
10
20
30
40
50
60
70
80
90
100
Engagement
Employee Engagement
2002 2003 2004 2005 2006 2007 2008 2009 2010
2011 2012 2013 2014 2015 2015(a) 2016 2017
91 Advisory Board Engagement Survey
1
Scripps Workforce Trending Report 2006-2017
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Traditionalists
Baby Boomers
Generation X
Generation Y
Generation Z
10
Scores by Generation - 2017
11
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
Percent Engaged 2017
Benchmark
Key Strategies
Alignment
Life Cycle
Culture
Communications
Leadership
12
A Holistic Approach
All Levels of Leadership
Staff
Lifestyle and Generations
Families
13
Why engagement matters
Purpose
14
Communicate important
priorities and conduct
ongoing annual dialog
Create an environment to attract and retain the best talent
Create an environmen
t for preventativ
e labor relations
Engage staff in higher
performance
15Driving Culture and Innovation Through a Five Generation Workforce
Best Practice Forums
Alignment - MDI
16
• True North metrics:
collected monthly and lag
performance indicators.
• Driver metrics: collected
daily and focus on
process, not outcomes.
• Top Contributors: graph
the top contributors to the
problem to focus efforts
on the issues that matter
the most.
• Countermeasures:
teams problem solve with
A3 around top
contributors
TRUE NORTH METRICS
DRIVER METRICS
TOP CONTRIBUTORS
COUNTERMEASURES
Culture – Front Line Leader Academy
17
18Driving Culture and Innovation Through a Five Generation Workforce
Culture - Scripps Employee 100 Program
This program connects the
president and chief executives
with hand-picked junior front-line
staff who gain a greater
understanding of Scripps business
strategies, that they share with
their co-workers.
Information is candidly shared
with the group, including answers
to tough questions because we
believe employee engagement
will lead to a more successful
health care system.
19Driving Culture and Innovation Through a Five Generation Workforce
Life @ Scripps
@Scripps Employee
A place for @ScrippsHealth employees to learn about
work-life events, discounts, news and unique opportunities.
Employees use their real names to follow. #Hashtags for promotions
and work-life events.
Promote benefits programs with links to websites and discounts.
Push most news here first and reward employees with prizes when
they join and post photos.
Activity is increasing, as employees tweet
stories about their favorite benefits and pride in
the organization
Culture – Work Life Services
20
21Driving Culture and Innovation Through a Five Generation Workforce
Focus Groups – Which Rewards & Recognition Motivate You?
Traditionalists & Baby Boomers• Service Award events and Excel Together program.
• Want doctors to say thank you.
• Provide lunch when really busy.
• New compensation processes don’t recognize
shinning stars.
• Love our benefits and appreciate credit for years
of service.
Generation X• Like Success Shares: Want a “One Scripps” plan
for Success Shares.
• E-buttons and kudos are nice to receive.
• Give us more opportunities to find new ways of
doing things for professional development and
growth.
Millennials• Excel together e-buttons.
• Patients comments and feedback.
• Total Rewards (insurance, education, work-life
benefits).
• Leadership programs.
• Manager thanks me.
• Employee of the month.
• Time off when I want it.
Managers• Need more flexibility to personalize recognition.
• Need more incentives to get Gen Y to volunteer.
• Pay increases and recognition.
• Career path guidance to increase pay.
• System-wide consistency.
Evolution from mixed focus groups to generation focus groups.
22
Families
Driving Culture and Innovation Through a Five Generation Workforce
Excel Together
23Driving Culture and Innovation Through a Five Generation Workforce
Ask Employees to Share Positive Experiences and They Will
24
Life@Scripps
• Rebranded HR newsletter with
Employee Spotlight about benefits.
• Ask “Why are you grateful for your
Life at Scripps?”
Employees want to share their stories and
colleagues want to hear them…
“It is truly a workplace that gives employees
the breaks they deserve! I feel fortunate to
participate in classes that helped me position
myself into leadership roles.”
Social media campaigns encourage
#LifeatScripps feedback and photos
Life@Scripps Grateful Employee Campaign
25
#WorkBeyond#WorkBeyond
Vanessa Weaver, Ph.D. CEO
Alignment Strategies
#WorkBeyond#WorkBeyond
#WorkBeyond#WorkBeyond
Agenda
Time Segment
0:00-1:00
Objectives
1:00-6:00
Strategy Intervention
6:00-16:00
Beyond Unconscious Bias 10
16:00-20:00
Impact/Results
#WorkBeyond#WorkBeyond
Objectives
• Demonstrate the Value/Impact of Going Beyond Unconscious Bias 101
• Explore Business Building Impact of Unconscious Bias as a Cultural Change
• Explore Lessons Learned for Culture Change Agent
#WorkBeyond#WorkBeyond
Data
•98% agreed I&E is an enabler to 3
business pillars a) Safety, b) Operational
Excellence, c) Customer Experience
• 82% want “I&E” to become part of the
organization’s DNA”
•62% agree there is no uniform
understanding of I&E in Company XXX
•59% felt leaders and supervisors
needed I&E skills training
•54% agreed I&E leadership
accountability is an opportunity area
INSIGHTS:
Overwhelming agreement that I&E is a key business enabler, with substantial impact to 3 core business pillars and People Engagement
Yet, majority were unclear what constituted I&E and felt that leaders needed more I&E skill development
STRATEGY:
Inclusion and Engagement Focused Initiative, with a multi-level leader skills/ development component, that has clear connection on business impact
Company XXX Key Findings: Jan 2016 Inclusion and Engagement Diagnostic
#WorkBeyond#WorkBeyond
Company XXX: Inclusion & Engagement Goals
1. Increase Inclusion and Engagement
2. Enhance Leader’s I&E Capabilities and Skill Sets
3. Enhance Leader’s I&E Leadership Acumen
4. Enhance Team Effectiveness and Productivity
5. Increase Business Performance
#WorkBeyond#WorkBeyond
•4 Skill Development Modules•I&E Accountability•Lead Special Projects
VP/GM Training
•Wave I, 5 Skill Development Modules •Waves II & III, 3 Skill Development Modules•Reversing Functional Fixedness
Middle Managers Deep Training and Continuous Improvement Projects
•Materials/instruction provided to ensure effective training and awareness is cascaded to Band 1 & 2 employees
Middle Managers I&E Immersion; Roundtables;
Process Improvement Projects
•Facilitate the message via multiple sessions in each region organized by the Band 3 teams
•Achieve contact with the remaining management team
Cascade Awareness and Training for Lower
Level Managers
•Six individual projects with inclusive teams of 8-10•Team goals: solve issues within Company XXX that have been identified by the VPs
Capstone II Projects
•Plans to design effective rollout to union members after management team is fully immersed
•Ultimate goal is to obtain cohesion and an overall improved culture
Union
#WorkBeyond#WorkBeyond
Beyond Unconscious Bias 101
#WorkBeyond#WorkBeyond
Unconscious Bias…
Accidental, unintended, subtle, and completely unconscious choices, made by everyone, all the time.
The Heart of the Challenge
#WorkBeyond#WorkBeyond
Wrong mental maps
lead to wrong
solutions which lead to
lost resources
#WorkBeyond#WorkBeyond
Driving Employee Engagement
#WorkBeyond#WorkBeyond
Inclusion Defined
Inclusion is… the degree to which an
employee perceives that he or she is an esteemed
member of the work group through his or her needs for belongingness
and uniqueness.
#WorkBeyond#WorkBeyond
Engagement is…the degree to which employees are fully absorbed by and are
enthusiastic about their work, thus takes positive
action to further the organization's reputation
and interests.
Engagement Defined
#WorkBeyond#WorkBeyond
Engaged Employees Have…
#WorkBeyond
Who’s Sinking My Boat?
#WorkBeyond
Company XXX Engaged Employees…
Over the last two years, millions of employees assessed… Company XXX outperforms the national average
Actively Engaged
Passively Engaged
Disengaged
USA Gallup Results
20% 50% 30%
Company XXX 35% 45% 20%
#WorkBeyond#WorkBeyond
MODERATOR: Deborah Munster / Executive Director / Diversity Best Practices
PRESENTERS:
Cara Williams / Assistant VP, HR / Scripps Health
Vanessa Weaver, Ph.D. / CEO / Alignment Strategies
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