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

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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