Indiana Rural Health Association
2011 Annual Conference
June 7, 2011
Great
Good
Fair
Poor
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Access to capital
Primary care shortage
ACOs
Penalties for readmissions and nosocomial infections
Value-based purchasing
Transparency
Clinical accountability
Significant cuts in Medicare & Medicaid
RAC audits
Bundled payments for episodes of care
Looming provider tax
Public scrutiny of hospital business practices
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Patient safety
Clinical quality outcomes
Customer satisfaction & loyalty
Employee productivity
Financial performance
Organizational performance
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Central to a healing environment
A personal interaction between caregiver &
patient
A gift given freely out of compassion & love
A life-changing experience that creates a lasting
impact
What if your employees aren’t engaged?
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Better hand washing is one of the most
effective ways to prevent 2 million hospitalacquired infections annually.
Research shows that caregivers follow proper
hand washing only 40 percent of the time.
Unengaged employees are less likely to give
their discretionary effort.
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Management is getting work done through others.
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Leadership is the process of influencing others to
achieve group or organizational goals.
Receptivity to change starts with how it is being modeled
by leadership.
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Leading is inspiring and motivating workers to work
hard to achieve organizational goals.
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Discretionary ~ given according to
the merits of an individual case,
rather than being provided or
awarded automatically.
Effort ~ energy or exertion. Mental or
physical energy that is exerted in
order to achieve a purpose.
Encarta World English Dictionary
Employee
Engagement
Organizational
Performance
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Learning Objectives
Understand & appreciate employee engagement and its
impact on hospital critical success factors.
Examine national hospital employee satisfaction results as
published in the Press Ganey Pulse Report 2010.
Learn about the “Top 10” keys to employee engagement.
Learn how to assess employee engagement in your
organization using an Organizational Assessment Tool.
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1. Believing is seeing
2. “Good” is the enemy of Great
3. Have a plan
4. Create an environment for learning
5. Treat employees like volunteers
6. Connect employee work to mission
7. Provide “Big Picture” communication
8. Put the right people in the right places
9. Accountability is mandatory
10. Focus on leadership’s critical intangibles
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What does it really mean for your
employees to be Engaged?
What does employee engagement look
like in the workplace setting?
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Engagement ~ act or condition of
being activated.
Encarta World English Dictionary
Teamwork
Innovation
Problem-solving
Service delivery
Culture of caring
Open communication
High productivity
High performance
Leadership
Clinical collaboration
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Is seeing believing?
©2010 Magellan Management Group, LLC. All rights reserved.
Believing is seeing!
©2010 Magellan Management Group, LLC. All rights reserved.
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Good employee morale &
employee engagement
is the enemy of great
organizational performance.
“Good is the enemy of great.”
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Sioux Proverb
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A goal without a plan is simply a wish.
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Developing Those Around You
Recruiting and keeping
good people is a leader’s
most important task.
It takes a leader
to know a leader,
grow a leader,
and show a leader.
Great leaders share
themselves and what
they have learned.
Grow a leader –
Grow an
organization.
To develop positive,
successful people,
look for the gold not
the dirt.
Leaders who mentor
potential leaders
multiply their
effectiveness.
Developing the Leaders Around You, John C. Maxwell,
©2010 Magellan Management Group, LLC. All rights reserved.
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You can buy a person’s hand,
but you can’t buy his heart.
His heart is where his enthusiasm,
and his loyalty is.
You can buy his back, but you can’t
buy his brain. That’s where his
creativity is, his ingenuity,
his resourcefulness.
“Always treat your
employees exactly
as you want them
to treat your best
customers .”
Treat employees like volunteers.
They volunteer their best part –
their hearts and minds.
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©2010 Magellan Management Group, LLC. All rights reserved.
©2010 Magellan Management Group, LLC. All rights reserved.
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Employees aren’t sitting on top looking down; therefore,
they don’t see a panoramic view.
Conceptual skills are developed (ability to see the
organization as a whole, understand how the different
parts affect each other, and recognize how the company
fits into or is affected by its environment).
Understanding fosters acceptance: acceptance fosters
trust: trust fosters engagement.
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. . . and the ocean
can be a big body
of water.
How does a leader
communicate
effectively?
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Survival-Oriented
Possibility-Oriented
• Complaints
• Blaming
• Criticism
• Unsolved Problems
• Trivial
• Commitments
• Responsibility
• Appreciation
• Intentions
• Crucial
Emotional Impact
• Annoyed
• Dejected
• Confused
• Disgusted
• Frustrated
• Ignored
• Tired
• Anxious
• Contempt
• Fear
• Anger
• Doubt
Emotional Impact
• Depressed
• Guilty
• Indifferent
• Manipulated
• Concerned
• Sad
• Enthusiastic
• Gladness
• Hopeful
• Joyful
• Relieved
• Compassion
• Delighted
• Excited
• Humorous
• Prideful
• Satisfied
• Courageous
• Inspired
• Optimism
• Grateful
• Fascinated
• Creative
Use Emotional Intelligence
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Shelvin Mack
6’3” – 215 lbs
Per Game Averages
16.0 points
3.5 assists
2.5 turnovers
4.5 rebounds
41% field goals
35% 3 point goals
Go Bulldogs!
Matt Howard
6’8” – 230 lbs
Per Game Averages
16.4 points
1.4 assists
.61 blocks
7.7 rebounds
47% field goals
40% 3 point goals
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“Leadership is intangible, and
therefore no weapon ever designed
can replace it.”
- General Omar Bradley
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Leadership’s Deeper Dimensions
by Tom Atchison
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Critical
Intangibles
Crucial
Extremely Important
Essential
Hard to describe or
define
Unquantifiable
quality or asset
Source: Encarta World Dictionary
©2010 Magellan Management Group, LLC. All rights reserved.
Critical Intangibles
Motivating & Inspiring
Interpersonal skills
Follow-through
Team player
Accountable
Work ethic
Charisma
Creative
As a Leader, How Do
You . . .
Identify them
Recruit for them
Evaluate for them
Recognize & reward
for them
Cultivate them in your
employees
Promote based on
them
Caring
Heart
©2010 Magellan Management Group, LLC. All rights
reserved. www.mmgsi.com
©2010 Magellan Management Group, LLC
Herzberg’s Two-Factor Theory

Hygiene factors relate to the environment
in which you perform your job. These are
not strong contributors to satisfaction but
must be present to avoid dissatisfaction.
Hygiene Factors
• Company Policy
• Supervision
• Relationship with boss
• Work conditions
• Salary
• Relationship with peers
• Job Security
Motivation Factors
• Achievement
• Recognition
• Work itself
• Responsibility
• Advancement
• Opportunities for
Personal Growth
Motivation factors relate to the nature of the
work itself and the way you perform your job.
These are strong contributors to job satisfaction
and are necessary in order to be motivated to
higher levels of performance.
Overall Objective: Eliminate dissatisfiers and enhance satisfiers.
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© 2011 VALPARAISO UNIVERSITY
School of Law | 656 S. Greenwich St., Valparaiso, IN
46383-4945 | USA
All Rights Reserved.
Success is viewed as a given rather than the result of
continuous hard work.
Loss of focus on tactical excellence.
A declining number of the right people in the right
spots.
Misreading the market/external environment.
Negative data and trends explained away, rationalized,
or just ignored.
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PULSE REPORT 2010
Hospital
_________________
Employee and Nurse
Perspectives on
American Health Care
Press Ganey
Over 40 percent of U.S. inpatient hospitals use Press Ganey.
Processes over 11 million surveys annually.
Based on 235,122 employee surveys from 383 U.S. hospitals
in 2009.
Measures 3 types of employee engagement:
1.
With the work being performed
2.
With colleagues/peers
3.
With the organization
Dedicated – Employees who feel the organization is providing
what they need and also feel emotionally connected to their
work and the organization.
Detached – Employees feel the organization is meeting their
needs for pay and job security, but they are not emotionally
involved.
Discontented – Employees are emotionally involved, but not
satisfied with basic needs like pay or that their input is not
sought on matters that affect their work.
Distanced – Employees feel dissatisfied and disengaged. They
may leave the organization or stay and create turmoil.
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Dedicated – 51% (satisfied and engaged)
Detached – 4% (satisfied but disengaged)
Discontented – 15% (dissatisfied but engaged)
Distanced – 30% (dissatisfied & disengaged)
The problem? 49% of all hospital employees can be
characterized as being detached, discontented or
distanced.
The solution? Leadership
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Employees give their best for their own reasons – not ours.
Most leaders & caregivers want to make a real difference
for others.
Most leaders & caregivers will respond to a higher
purpose/mission – as long as they understand &
appreciate how their work fits in.
Employees are suspect of the next “Program-of-theMonth”.
Many employees don’t see how dependent others are on
their own work and performance.
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Some leaders don’t really know or understand what their
individual team members are passionate about.
Employee training is always about the organization – not
the employee. Why?
Extra effort is not an employee “Duty”: it is a gift/
contribution that is given.
Herzberg’s Two-Factor Theory of Motivation holds true;
however, some leaders overlook its merit.
Leaders evoke employee engagement through leadership
intangibles.
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Do I Fit?
Chemistry
Belonging
Am I Supported?
Autonomy
Freedom
Am I Valued?
Understanding
Significance
Is It Clear?
Expectations
Security
Is My Work Meaningful?
Purpose
Make a Difference
Emotional Engagement is 4 Times More Valuable
Than Rational Engagement in Driving Employee Effort
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“Outstanding leaders go out of their way
to boost the self-esteem of their
personnel. If people believe in
themselves, it’s amazing what they can
accomplish.”
- Sam Walton
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1. Believing is seeing
2. “Good” is the enemy of Great
3. Have a plan
4. Create an environment for learning
5. Treat employees like volunteers
6. Connect employee work to mission
7. Provide “Big Picture” communication
8. Put the right people in the right places
9. Accountability is mandatory
10. Focus on leadership’s critical intangibles
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Questions Employees Always Ask
Do I like my job and the work I do?
Does management care about me as a person?
Does management care about my growth and
development?
Is my performance recognized, appreciated, and rewarded?
Do I have a future in this organization?
Does management really want my ideas & suggestions?
Does the work I do make a difference?
Does my work contribute to the organization’s mission?
4/13/2015
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Questions Employees Always Ask
Does management really care about patients, families,
doctors, families and staff?
Can I have fun at work?
Are employment policies applied and enforced fairly and
consistently?
Do I have input into my immediate work environment?
Will management support me if I make a mistake in good
faith?
Does management operate with a high regard for ethics?
Will management position this organization to be financially
sound and prosper in the future?
Is management always good on their word?
4/13/2015
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