Scores on 11 of the 12 core question items that Gallup uses to measure employees' engagement levels at work improved over the previous year in Gallup's 2002 database for the healthcare industry. But which items showed the greatest improvement and what are the implications of these improvements? Three items rose three points with regard to the percentage of employees rating them a "5" on a scale of 1 to 5 (meaning they "strongly agree" with the statement).
"The mission or purpose of my organization makes me feel my job is important."
Unlike those in other business sectors, the mission or purpose of workers in healthcare missions is not necessarily specific to individual organizations; rather, a healthcare worker's mission can, in most cases be simply defined as improving the health status of the community. But the clarity and strength of the industry's overall mission may at times obscure the importance of each individual understanding his or her personal role in achieving that mission.
In some instances, a difficult or trying time at work can help healthcare employees better individualize their senses of mission. I observed an example of this phenomenon in the information services department at a hospital at which I consulted. In discussions with employees, I discovered that a new information system had been introduced during the year. The system's implementation had not gone smoothly, and nursing units were regularly contacting the IS department for information about patients. To IS/IT staff members, this apparent problem helped reinforce their crucial role in delivering quality patient care, which resulted in higher mission scores.
The improved mission scores in the 2002 database indicate increased commitment to the delivery of patient care among healthcare workers. This level of commitment is impressive, especially given the increased workloads that result from staff shortages. But healthcare workers' dedication to mission can also cause significant frustration if they perceive that their organizations are focusing on financial issues at the expense of quality of care. To avoid this potential conflict, healthcare managers must emphasize the link between financial success and the ability to deliver quality to patients.
"In the last seven days, I have received recognition or praise for doing good work."
Though this item saw a similar degree of improvement in the proportion of respondents who "strongly agree" with it, it remains among the lowest-scored of the 12 items. As such, it has frequently been a priority for the healthcare organizations Gallup consults with.
From a quality improvement standpoint, nothing is more frustrating than to ask staff members what they did to improve patient loyalty scores and find out that they don't know. If employees aren't aware of how they achieved improvement, their chances of sustaining that improvement are slim. Recognizing employees helps create awareness of beneficial behaviors and provides motivation to continue these behaviors.
Hospital managers must continue to focus on their people, despite conflicting demands on their time. When a departmental update was given at a recent hospital meeting, it became apparent that the implementation of a new information system was behind schedule. These implementation issues had consumed the department manager, and he noted that he had not had the opportunity to plan any recognition activities for the organization's national recognition week. Despite other pressures, the best managers are able to maintain focus on building their team members' strengths and recognizing best practices.
"This last year, I have had opportunities at work to learn and grow."
Because of the constant changes in healthcare technology and healthcare delivery systems, staff members must constantly learn and grow simply to perform their day-to-day duties. Helping employees to accept change as a constant factor and in fact see it as an opportunity for personal and professional growth is particularly important in maintaining the engagement of long-term employees. Improved scores on this item suggest that managers did so more effectively last year than in 2001.
Bottom Line
Despite pressure from widespread budget cuts and staff shortages, employee engagement in healthcare organizations improved last year. If such organizations were not constantly working to focus more effectively on addressing their employees' needs, these scores would probably be deteriorating. The notion that healthcare employees have actually grown more engaged under tough conditions provides hope for these organizations' abilities to adapt and flourish no matter what changes may be in store for the U.S. healthcare industry.
The Q12 items are protected by copyright of The Gallup Organization, Princeton, NJ, 1992-1999.