When a Survey Isn’t Enough

A Case Study in Engagement

When a Survey Isn’t Enough

A Case Study in Engagement

Stacie PallottaSenior Director, Office of Patient Experience

Cleveland ClinicCleveland Clinic

• Integrated Health System- Main campus – 1200 beds- 11 regional hospitals- 18 Family Health Centers- Florida, Canada, Las Vegas and Abu

Dhabi• Revenue – $6 Billion• 43,000 Employees• Patient Experience Leader

Lowest satisfaction scores for major health care system !

Patients came to us for our expertise –but they didn’t like us !

Below average employee satisfaction and engagement !

Cleveland Clinic Health SystemPresent State – then !

Cleveland Clinic Health SystemPresent State – then !

It matters!It matters!

Cost of Actively Disengaged Employees

Cost of Actively Disengaged Employees

• Average Costs for Private Employers

- Wages- $19.45 per hour

- Benefits -$8.05

- Paid Leave- $1.86

- Supplemental Pay- $.83

- Insurance -$2.15

- Retirement and Savings- $.94

- Legally Required Benefits- $2.27

• $27.49 per hour x 40 hours =

- $1,099.60 per week

Engaged

Not Engaged

Actively Disengaged

Ratio of Engaged to Actively Disengaged1.45:1

$57,179.20 per year per disengaged employee

Copyright © 2010 Gallup, Inc. All rights reserved.

At Cleveland Clinic:At Cleveland Clinic:

• 40,000 employees surveyed• At 12% Actively Disengaged • 4,800 employees• 3,904 X $57,000 =

$273,600,000!

Employee Experience + Patient ExperienceEmployee Experience + Patient Experience

Our ChallengesOur Challenges

Employee Engagement

Employee Engagement

SatisfactionSatisfaction

Our StrategyOur Strategy

Q12: Challenge MeQ11: Help Me Review My ContributionsQ10: Help Me Build Mutual TrustQ09: Help Me Feel ProudQ08: Help Me See My ImportanceQ07: Hear Me!

Q06: Help Me GrowQ05: Care About MeQ04: Help Me See My ValueQ03: Know MeQ02: Equip MeQ01: Focus Me

Growth

Teamwork

Management Support

Basic Needs

Copyright © 2013 Gallup, Inc. All rights reserved.

Actions for 12 Things that Matter to Employees…Actions for 12 Things that Matter to Employees…

Basic Needs

What do I get?

Teamwork

Do I belong?

Growth

How can we grow?

Opportunities to learn and growProgress discussion in last six months

Best friendCoworkers committed to qualityMission/Purpose of my organizationMy opinions count

Encourages developmentSupervisor/Someone caresRecognition last seven daysDo what I do best every day

Materials and equipmentI know what is expected of me at work

The Employee Engagement HierarchyThe Employee Engagement Hierarchy

16Copyright © 1993-1998, 2013 Gallup, Inc. All rights reserved.

Individual Contribution

What do I give?

Financial Impact

Lay Foundation• Concept introduction/awareness & organizational commitment • Establish operational and tactical processes, tools, and support

Build Momentum• Organizational commitment demonstrated and visible • Expand support tools and secure operational infrastructure

Accomplish Practice• Cultural themes established and practiced• Processes and tools enhanced

Achieve World-Class Results• Performance gains and competitive advantage secured• Tools and process innovation

Year 1-2

Year 2-3

Year 3-4

Year 4-5

17Copyright © 2013 Gallup, Inc. All rights reserved.

Stages of the Engagement JourneyStages of the Engagement Journey

Maintain World-Class Results• Maintain performance gains and competitive advantage• Enhanced Action Planning Using “Connections” concepts

Year 5-6

The S.M.A.R.T. Impact MeetingThe S.M.A.R.T. Impact Meeting

• Action Planning to Water Coolers

- Specific- Measurable- Achievable- Relevant- Timeline

But one survey tool isn’t always enough…

But one survey tool isn’t always enough…

“Could we please meet?”“Could we please meet?”

2012 Gallup Data2012 Gallup Data

- Conversations with leadership

- Conversations with team

- Conversations with individuals

We investigated (beyond data)We investigated (beyond data)

We actedWe acted

• Empathized

• Apologized

• Responded quickly

• Thanked

- More productivity!

- More areas served!

- Most hours in program’s 21 year history!

The impact:2013 was a great year

The impact:2013 was a great year

Number of VolunteersMain Campus

Number of VolunteersMain Campus

Over 5000 volunteers across CCHSOver 5000 volunteers across CCHS

Distribution of 2013 HoursDistribution of 2013 Hours

2013 Statistics

• Total Volunteers: 2,152

• Total Hours: 173,326- 59,089 Special Projects- 107,941 PE- 6,296 Clerical

Special Projects(34%)

Patient Experience

(62%)

Clerical and Training (4%)

Volunteer Hours HistoricallyVolunteer Hours Historically

83.0 FTEs

$3.84M