#workbeyond - working mother · driving culture and innovation through a five generation workforce...

#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


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


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.


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


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


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


Vanessa Weaver, Ph.D. CEO

Alignment Strategies


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


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


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


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


•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


Beyond Unconscious Bias 101


Unconscious Bias…

Accidental, unintended, subtle, and completely unconscious choices, made by everyone, all the time.

The Heart of the Challenge


Wrong mental maps

lead to wrong

solutions which lead to

lost resources


Driving Employee Engagement


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.


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


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%


MODERATOR: Deborah Munster / Executive Director / Diversity Best Practices

PRESENTERS:

Cara Williams / Assistant VP, HR / Scripps Health

Vanessa Weaver, Ph.D. / CEO / Alignment Strategies

#workbeyond - working mother · driving culture and innovation through a five generation workforce...

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