Enhancing Employee Engagement

Wikipedia defines Employee engagement as “a property of the relationship between an organization and its employees. An “engaged employee” is one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the organization’s reputation and interests.”

Employee Engagement is the model most widely used in today’s industry, charging your employees to be actively involved in:

  • Guest, customer, or patient satisfaction
  • Financial performance
  • Productivity
  • Job satisfaction

Employee satisfaction is a predecessor of this model.  The function was simply “keeping employees happy”.

Engaged employees are passionate, driven, and have a strong impact on the company’s success. Current business processes are improved by the engaged employee.  Value is added to their position(s) and to the business itself. Engaged employees are typically happy with their jobs.

Satisfied employees are content with their jobs (e.g., compensation, work-life balance, benefits, etc.) but are not necessarily engaged.   These employees are typically “fine” with current business processes.

Top Five Contributors to Employee Job Satisfaction
as quoted by SHRM 2015 survey

A survey performed by SHRM in 2015 lists the following as key contributors to employee job satisfaction:

  1. Respect – Respectful treatment of every employee at all levels was rated as very important by 67% of staff, making it the top contributor to overall employee job satisfaction. This is the 2nd time that Respect has headed up the job satisfaction survey, supporting the theory that while employees place importance on financial features of a job such as pay and benefits, culture and connection to also of utmost importance. Feeling appreciated for time and effort creates a bond between employees, management, and their organization.In the book “Lean Hospitals,” author Mark Graban quotes a senior leader at a prestigious university hospital as lamenting, “we have world-class doctors, world-class treatment, and completely broken processes.”  That senior leader is not alone. Hospital leaders across America struggle every day with operational challenges such as adjusting staffing to varying volumes, finding equipment and supplies when needed, and even starting surgical cases on time.  Moreover, hospital administrators find it difficult to improve both employee engagement and patient satisfaction in this very challenging environment. Practically none of those trials are caused by bad or uncaring people, though. Instead, the root cause is almost always ineffective or wasteful processes that sap employee energy and deliver sub-par experiences for patients.  Lean Six Sigma can change that. Please see our webinar explaining Lean Six Sigma).
  2. Compensation – Overall, compensation and pay were the second most important contributors to job satisfaction, jumping from the fourth position in 2014. This aspect has held a spot within the leading five job satisfaction contributors since 2002, when SHRM first began administering its Job Satisfaction Survey.
  3. Overall Benefits – The third most important job satisfaction contributor, with 60% of employees rating it as very important, is overall benefits.  Like compensation and pay, benefits have also been among the top five contributors to job satisfaction since in 2002, except for 2012.
  4.  Job Security – With 58% of employees citing it as very important to their job satisfaction, “job security” has moved around the five key job satisfaction influencers since 2002.Undeniably, compensation and pay, benefits, and job security all shape the degree to which employees are satisfied; however, it is noteworthy to mention that the extent of their importance fluctuates because of external factors such as changing economic conditions. Organizations may need to tailor their retention and recruitment strategies around multiple elements, creating a total rewards program. Relying solely on one individual aspect may make their approach less effective or even outdated as dynamics quickly shift.
  5. Ability to use skills (tied with) Abilities and Trust – Just over one-half (55%) of employees rated these workplace features as very important to their job satisfaction. Not surprisingly, employees indicated that they want opportunities to demonstrate their talents. This trend was especially visible when job mobility and growth were static; however, even as employment opportunities expand, employees are noting the importance of fine-tuning their expertise. Although trust between employees and senior management fell three spots, its presence within the leading five job satisfaction contributors reveals that employees value interpersonal relationships and a workplace culture that fosters trust from leadership.

The most powerful way you can grow your business is to have senior leadership totally engaged in maximizing employee engagement. When the “top dog” models employee engagement, personnel down the ladder will emulate the leader.

Respect for People.  At Soriant, we firmly believe that people like working with kind, caring, and competent people.  Our Consultants are trained to look for ways to reduce expenses, but never at the expense of employee engagement. We take time to listen to the people who do the work.  No one knows the way your hospital runs better than your employees. And while we’d like to say we have all the answers, the reality is your employees often already know how to fix many of your biggest problems.  They’re just not engaged enough to tell you.

Learn more about how Soriant Healthcare processes work.  We’ve saved hospitals and healthcare organizations save $500M+, while concurrently enhancing employee engagement.  Please contact us.

By |May 21st, 2018|blog|

About the Author:

With over 30 years in healthcare consulting, Brian is known for his ability to lead, cultivate and build teams in times of upheaval. His management style focuses on “Change as an Opportunity” for new processes, new leadership, creative thinking, team building and overall bottom line results.