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Employee survey results sees positive trends, higher participation rate

02/26/19 01:04:pm

employeesurvey.jpgWhether it’s a surprise wedding shower organized by colleagues or employees working side by side to improve the transfer process from local emergency rooms, Rogers is building a culture of teamwork and collaboration. Examples like those happen every day—all as we work hard to serve more patients than ever in existing locations and expand access to care in new cities.

That kind of success requires a healthy culture, which is one of Rogers’ five strategic priorities. We measure how we’re doing by the percentage of employees with positive scores on an annual engagement survey. In reviewing the results from the 2018 survey, we continue to see positive trends in addition to a few important areas to work on.

Two strong signs of employee engagement

Participation was up 19% in the 2018 survey with a total of 75% of all Rogers staff sharing feedback. In addition to demonstrating strong engagement, the higher response rate allows leaders to gain a more comprehensive picture of how we are doing as an organization.

Rogers’ overall employee engagement increased from 73% to 74%. This score represents a positively engaged workforce, according to Mercer, the organization that facilitates the survey and benchmarks Rogers with employers across the country. Also of note, we saw results on 20 questions improve 5% or more. These increases are meaningful as it takes significant effort by all staff to increase engagement.

In the coming weeks, your leader will be talking with you and your team about your department’s results so you can create a department-specific plan that addresses both strengths and opportunities. Below you’ll find common themes from responses to questions as well as comments:

We’ll continue to build on our strengths:

  • The majority of employees who responded say they’re willing to go the extra mile to help our patients and make Rogers successful.

  • Collaboration and teamwork are encouraged and are evident within work groups.

  • Strong engagement including passion for the work, making a difference in patients’ lives, and the feeling that the work makes good use of skills.

  • Fairness and respect, which is important as we grow as an organization and new people join the Rogers team. Specifically, we showed improvement in differing views being openly discussed and employees being treated with dignity and respect, regardless of their position or background.

  • Management’s concern for the well-being of employees was also noted by staff.

We can all be proud of these positive themes, because we all contribute to our amazing commitment to our Mission and strong engagement in our work.

We’ll also keep working on our top opportunities for improvement

  • While survey scores increased with creating training and learning opportunities, further work is needed in the ongoing required training for employees in their roles:

    • We have hired a career development specialist, Steve Fletcher, to design, develop and communicate career development pathways. Career maps are being built that outline staff career progression as well as creating career development tools for employees to identify and map their career progression opportunities.

    • We are working to create and facilitate appropriate levels of leader training in various categories: Future Leader, New Leader, and Experienced Leader. This in turns develops stronger leaders and better work team environments for our staff and patients.

    • Rogers will provide additional training opportunities to help staff develop their skills with protocols related to CBT, DBT and Addiction, for example.

  • The Rogers Improvement System (RIS) provides an excellent avenue for frontline staff to create change. If you would like to learn the skills that are valued by the organization and open up opportunities for professional growth into a leadership position, please get involved in an upcoming Rapid Improvement Event (RIE).

  • To increase role satisfaction and alleviate staff burnout, Rogers is developing skills training to recognize and combat burnout and compassion fatigue.

We are encouraged that these improved engagement results reflect significant positive changes in our culture, and we all contributed to that improvement. Rogers could not carry out our Mission and provide life-changing treatment to so many people without each of you.

Thank you again for your contributions to a healthy culture at Rogers.


Patrick Hammer, President and Chief Executive Officer

Paul Mueller, Hospital Division CEO

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