The Case for Nurse Engagement. Katherine Walsh, M.S., Dr.P.H, NEA,BC Vice President of Operations, Chief Nursing Officer

Transcription

1 The Case for Nurse Engagement Katherine Walsh, M.S., Dr.P.H, NEA,BC Vice President of Operations, Chief Nursing Officer

2 Outline Introduction Definitions Significance Drivers Call to Action

3 Introduction Who is Sinking Your Boat?

4 Who is Sinking Your Boat Satisfied versus Engaged Employees Paddlers, Passengers, Sinkers Engagement can be a continuum and episodic

5 Who is Sinking Your Boat Engaged Content Disengaged Actively Disengaged

6 Who is Sinking Your Boat Actively Disengaged Complainers Instigators Unhappy Undermine Sloppy work

7 Who is Sinking Your Boat Disengaged Checked out Job is a pay check Present but not participative Would leave if a better opportunity arose Glass half empty

8 Who is Sinking Your Boat Content Solid contributors Satisfied with job & organization Lack true emotional commitment Lack true ownership

9 Who is Sinking Your Boat Engaged Proud Connected to organization Emotionally committed Highly loyal Goes above and beyond Works for improvements Team player

10 Definitions of Engagement Mutual commitment between company and employee Unlocking employee potential to drive high performance resulting in the capture of discretionary effort The above and beyond effort employees could give it they wanted to Who is Sinking Your Boat

11 Definitions of Engagement Inspired to do your best work Personally motivated to help organization succeed Willing to expand expected level of effort The National Prescription for Nurse Engagement (2014) Advisory Board.

12 Definitions of Engagement Mutual Employee potential Inspiration Motivation Expanded effort The above and beyond effort employees could give if they wanted to Magic Dust

13 Self Assessment Engaged Content Disengaged Actively Disengaged

14 Nurse Engagement Nurses are the least engaged of the healthcare workforce Registered Nurses 32.6% engaged PCA s 42.3% engaged Physicians 37.8% engaged Steady Increase since 2010 but still lagging behind other health care professionals Advisory Board s National Engagement Database (2013)

15 Nurse Engagement Highest at 0-1 year Drops from years 3-10 Increases each year from years Dempsey (2016)

16 Significance of Engagement Reimbursed for value of care Nurse Sensitive Indicators, Throughput, Patient Satisfaction Key outcome driver Complexities of Healthcare Continuous Change Patient Safety Retention Patient Satisfaction The Bottom Line The National Prescription for Nurse Engagement (2014) Advisory Board.

17 Significance of Engagement More committed to helping their company succeed More likely to recommend improvements More likely to recommend their company as an employer Who is Sinking Your Boat

18 Drivers of Engagement Leadership

19 Drivers of Engagement Building Trust in Leadership Care About Employees Have Integrity Demonstrate Competence

20 Drivers of Engagement Belief in organization s purpose & values Unparalleled safety, quality, service and innovation Superior Care and Exceptional Service ICARE Values Integrity Compassion Accountability Respect Excellence

21 Drivers of Nurse Engagement Seven Drivers of Nurse Engagement with Opportunity: Ideas & suggestions are valued Actions of executives reflect the mission & values Organization helps with stress & burnout Promotional opportunities Training & development opportunities Recognition for excellent work Executive respect for contributions

22 Drivers of Nurse Engagement Press Ganey Nurse Engagement: High-quality care & service Organization treats employees with respect Like the work Environment makes employees want to go above & beyond what s expected Comparable & fair pay

23 Drivers of Nurse Engagement Job makes good use of skills & abilities Tools & resources to provide the best care/service Career development opportunities Organization conducts business in ethical manner Patient safety is a priority in the organization Dempsey (2016)

24 Call to Action Self Assessment: Where am I? Do I want to change? How can I change?

25 Call to Action

26 Call to Action Leadership: Leadership support Manageable workload Good care for patients Resources to do work Environment of value and support Link between executive action and mission Dempsey (2016) The National Prescription for Nurse Engagement (2014) Advisory Board.

27 Call to Action Connect the Why with What Promote teamwork Show Empathy & kindness Support Work-Life balance Communicate Communicate again Get involved

28 Conclusion The Case for Engagement: Nurses are drivers of outcomes Improves patient safety Improves quality Improves retention Good for the bottom line Life is just too short to be anything else!

29 Conclusion

30 Conclusion

31 Conclusion

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