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HTH Employee Engagement
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Healthcare Employee Engagement Is Not Rocket Science

Wednesday, May 3, 2017
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There is no getting around the fact that there is a direct correlation between employee engagement and profitability and performance. The most successful companies in the world have the highest levels of employee engagement, and they realize other important benefits, such as: 

  • increased productivity, customer satisfaction, performance, profitability, and employee retention
  • decreased safety incidents, theft, absenteeism, and quality defects. 

Taking this a step further, research from Towers Watson confirms the notion that an engaging work experience in healthcare improves patient satisfaction and quality of care outcomes. Currently, however, employee engagement is a challenge for many U.S. healthcare providers: 

  • 56 percent of healthcare workers are disengaged
  • 43 percent of these disengaged workers are seeking other employment options. 

So although the benefits clear, why do soo many healthcare organizations still struggle with employee engagement? My guess is that many think that it’s just too complicated. They’re wrong. While many solutions in life and work are as complex as rocket science, employee engagement is not one of them. 

During my decades of experience leading global Fortune 500 communications teams and advising CEOs, I have discovered four things organizational leaders must do to engage employees: 

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  1. Get the right person in every chair.

  2. Create a line of sight between what employees do day-to-day and the company’s goals.

  3. Create a two-way communication culture.

  4. Recognize people. 

To learn how to inspire healthcare talent leaders to examine employee engagement and roll out effective solutions, check out the recording of my webcast: How to Crack the Code of Employee Disengagement and Increase Patient Satisfaction in Healthcare

About the Author
With three decades of consulting, speaking, and in-the-trenches global Fortune 500 executive-level experience, Jill’s view is radically different. She shares with listeners that although HR “owns” culture change, they do not own culture change. Employees will not re-engage unless senior leaders and managers fundamentally change the way they lead the company and their teams. Jill is founder and president of Jill Christensen International, and has served as the head of global internal communications at both Avaya and Western Union. She is a bestselling author and international keynote speaker, holds a Six Sigma Green Belt, and was recently named a Top 100 Global Employee Engagement Influencer for 2017. She works with the best and brightest leaders around the world to re-engage employees, improving productivity, retention, customer satisfaction, and revenue growth. Her clients include AT&T, Nokia, ARROW, Crocs, Novartis, TIAA, ACT, and numerous U.S. cities and nonprofit organizations.
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