How are Senior Leaders Using Employee Engagement and Talent Strategies to

Drive Success?Panel Discussion

Becker’s Healthcare

June 29, 2016

Agenda

• Introductions

• The employee engagement challenge

• Talent strategies, generally

• A success story – engagement and the patient experience

• Research – the role of communication skills and staff confidence

• Discussion

Introduction

• Today’s challenges• The move to value-based payment methodologies• Transparency • Increasing merger activity, including integrated models combining

providers and payers• Technology and innovation• Supply of physicians and nurses and competition for the best staff • Growing “consumerism” and emphasis on the patient experience• Reducing costs while improving outcomes

• Thinking differently about talent – how do talent strategies impact organizational goals?

• What can we learn from the panel’s experiences and research?

Donna Katen-Bahensky

• DKB Consulting• Former President and CEO, University of Wisconsin Hospital

and Clinics• Former President and CEO, University of Iowa Hospital and

Clinics• Former member of the Board of Trustees for the American

Hospital Association• Faculty Member for the Institute for Healthcare Excellence• Advisor for Select International, and several Healthcare

Technology companies, including Avia and InveniasPartners

What do these Changes Require?

An Extremely Talented and Engaged Workforce!!!

What is Employee Engagement?

The Business Dictionary defines employee engagement as:

“The emotional connection an employee feels toward his or her employment organization, which tends to influence his or her behaviors and level of effort in work related activities. The more engagement an employee has with his or her company, the more effort they put forth.”

Current State of Employee Engagement

In the 2014 Gallup study of Employee Engagement:

• 52% of full-time workers in the country are not involved in or enthusiastic about their work

• 40% are passively or actively disengaged

Current State of Employee Engagement (con’t)

• Hospital CEO Turnover - 18% in 2015 (2nd highest since 2000)

• More than half of nurses are 50 yrs old - 62% over 54 are considering retirement

• 44% of Nurse Educators are contemplating retirement

• In 2013, 43% of active physicians were 55 or older

Unless we do something about overworked, stressed and burned out health care professionals we will not be able to handle increased clinical volume

Impact of Employee Engagement

Disengaged Employees

Increased:

• Absenteeism

• Errors

• Turnover

Decreased:

• Productivity

• Profits

• Customer Satisfaction

Engaged Employees

• Energized

• Committed to working hard to ensure success

• Actively engaged in using their skills, experience and creativity

• Willing and able to identify and solve problems

• Action-oriented and capable of taking intelligent risks

Amy Richman of WFD Consulting. 10 year Cross-Industry Study into Employee Engagement. 2006

Why do We Care?

Engaged Employees:

• Drive the Patient Experience

• Positively Impact the Quality of Patient Care

• Make Fewer Errors

• Increase the Safety of the Environment

• Make Better Team Leaders and Players

• Increase an Organization’s Financial Performance

• Are Generally Healthier and Happier People!

The Challenges

• Barriers

• Senior leadership buy-in

• Sustainability

Mark Sevco

• President, UPMC East and UPMC McKeesport

• UPMC International Services• Co-Chair of UPMC Employee

Engagement Committee• Co-Director of UPMC administrative

fellow program• Previously VP of Operations of the 1,315

bed UPMC Presbyterian Shadyside

The UPMC East Project

• Building the Hospital of the Future

• Developing a Culture with Values

• Talent Strategies to Hire the Right Employees

• Employee Engagement Drives the Patient Experience

14

You can design and create, and build the most wonderful place in the world.

But it takes people to make the dream a reality.

~Walt Disney

UPMC: Our Values

UPMC East Culture

Effective Systems & Processes

Satisfied (Loyal) Employees

© InSight3 & echo strategies 1999-2000 - All Rights Reserved

UPMC: Our Values1. Quality & Safety2. Dignity & Respect3. Caring & Listening4. Responsibility & Integrity5. Excellence & Innovation

Satisfied (Loyal) Patients

Financial Viability and$ustained Competitive Advantage

Our Talent System

• Define a behavioral competency model aligned with our vision

• Senior team behavioral assessments for development

• A selection system targeting behaviors, including:• Select Interviewing

• Pre-employment behavioral assessments

• Hiring managers take an active role in building their teams

Patient Satisfaction Training for all Staff and Physicians: Lunch & Learn Series

Examples:

• Telephone Etiquette

• Creating Positive First Impressions

• Customer Service 101 – Back to Basics

• Competencies of Dignity & Respect

• Conflict Resolution

• Dealing with Difficult Customers

• Disabilities Awareness

• Engagement Training

• Team Building

• Time & Stress Management

• Diversity Training

• Generations Working Together

Leaders were also available to help

individual departments with

customized training to meet specific needs

and challenges.

What Is Patient Satisfaction?

• It is not:• Making patients happy

• No patient is happy to come to a hospital

• We are not Disney World

• It is:• Listening and responding to our patients’ needs

• Easing their fears, their anxiety, and their stress

• Treating the person, not just the symptoms

• Showing compassion in everything we do

• Establishing trust

Employee EngagementDrives Patient Experience

72

62 61

71 70 7074

27

20 21

34

28

40

30

0

10

20

30

40

50

60

70

80

90

100

Nurse Responsiveness Physician Pain Medication Discharge Rate

Ave

rage

Nat

ion

al P

erce

nta

ge R

ank

National Percentile Rank Based on Employee Engagement Scores

Top 20% of Employee Engagement Bottom 20% of Employee Engagement

Based on Engagement data from 52 projects, year 2013.

HCAHPS data from Jan-Dec 2013 Hospital Compare Dataset.

The UPMC Experience Framework

UPMC Experience Steering Committee

Co Chairs:

Marybeth Jenkins

Mark Sevco

Tami Minnier and

James Taylor

Employee Experience Committee

Marybeth Jenkins and

Mark Sevco

Community Experience Committee

James Taylor

Member Experience Committee

Marybeth Jenkins

Patient Experience Committee (PEAs)

Tami Minnier

Employee Experience Teams at every UPMC Business UnitPlatform for Successful Implementation

22

Chairs: Mark Sevco and Marybeth Jenkins

EastHealthPlan,

PSD, etc.PassavantPUH/SHYMercy

Employee Experience Committee** Culture is local **

Associate Recognition

(Lisa)

Inclusion (Liz)

CommunityOutreach

(Laura)

Wellness(Tracey)

My Voice(Keith)

AssociateEngagement(Liz/Tracey)

Brad Weeks

Director, Performance Improvement and Research, HealthStream

The Linkage Between Engagement Research and Achieving Outcomes

Why Do We Struggle To Deliver An Exceptional Experience?

Confidence Driven By Clear Communication with Managers

Confidence Driven By Clear Communication with

Caregivers

A Similar Tone Across the Landscape

CG-CAHPS

ED-CAHPS

HCAHPS

HH-CAHPS

Doctor listened carefully to you

Doctor showed respect for what you had to say

Doctor gave easy to understand

instructions regarding health

problems/concerns

Nurses listened carefully to

patients

Staff doing everything they

could to help with pain

Courtesy and respect of nurses

Home Health providers listened

carefully to you

HH providers informed and up-to-date about all

home care/treatment

HH providers explained things in

a way that was easy to understand

Doctors spent enough time with

you

Doctors listened carefully to you

Doctors/nurses did everything they

could to help you with pain

P P P

P

P PP

P P

Change the Conversation

How do we allow the voices of the healthcare community to drive workforce development?

Discussion

What factors impact employee engagement?

What factors impact nursing engagement and career success?

How do we get senior leaders to embrace these approaches?

Where’s the sense of urgency?

How do we engage the medical staff?

How do we sustain cultural/talent initiatives when so many day-to-day operational issues consume our time and energy?

How do we engage staff in their own development?

How do we encourage and support leadership development?

How have the required skill sets changed?LeadersPhysiciansNurses and front line staff

How has the role of human resources changed?

Do senior leaders think about HR differently?

A few take-aways?

Thank You!

To learn more, please visit us atwww.selectinternational.com/healthcare

Bryan Warren: bwarren@selectintl.com