How can it be that your healthcare organization's most engaged employees would also be the ones at the highest risk of leaving? That doesn't make sense, right? Well, it does if you look beyond the overall engagement score.
If you've read any of our previous posts on employee engagement, you'll recall that INTEGRATED Healthcare Strategies uses multiple metrics to calculate engagement that include categories like: exerting extra effort; willingness to promote the organization as a workplace; being an overall satisfied employee; and really feeling a sense of belonging to the organization.
INTEGRATED thinks about engagement at a much deeper level. Our employee engagement expert, David Rowlee, PhD, likes to understand how that engagement score actually came about. For example, there is an engagement group called 'Seekers' that exert an extremely high level of effort, takes a great deal of pride in the organization, promotes the organization as a great place to work, is highly satisfied and feels strongly connected...but wants to leave the organization at the next possible opportunity. That's a problem.
Visit www.integatedhealthcarestrategies.com or www.clearlyunderstandable.com to watch our latest video and others in the series that tell you everything you don't know, and need to know, about understanding employee engagement in your organization.
Authored by Debbie Weber, as appeared in the Summer 2013 issue of HR Pulse, a publication of ASHHRA
We’ve all recently read a lot about hospital mergers and acquisitions, and the integration of medical group practices into health systems. Much of that has focused on physician engagement, economies and efficiencies of operational centralization, and creating the new enterprise-wide culture.
But few resources are available to health care human resource (HR) leaders regarding the unique business and cultural differences between the HR needs of an acute care hospital and those of a medical group practice. HR leaders who are keenly aware of these differences are heavily involved in the redesign and restructuring of their HR departments to create an infrastructure that supports their organization’s new and rapidly expanding business model.
While medical group practices certainly share a similar genetic makeup with other health care business lines, there are subtle and not so subtle differences HR leaders need to clearly understand. View full article