When a Survey Isn’t Enough - Cleveland Clinic
Transcript of When a Survey Isn’t Enough - Cleveland Clinic
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
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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