2. Transform the workplace experience through a focus on work-life quality

More than 65 per cent of employees and 37 per cent of physicians completed engagement surveys in 2015, identifying opportunities for both team-based and organization-wide improvements. This year, teams will continue to implement engagement action plans that address specific issues that are important to them. At a corporate level, we are focused on strengthening trust and recognition and will conduct a follow up engagement survey in the fall of 2017 to gauge our progress. 

By 2018:

Our people are inspired and proud to work at KGH

In 2016-17 we will:

Address the top three opportunities for improvement in engagement

How are we doing?

As of our second quarter (Q2), July to September,  90 per cent of teams have created engagement action plans and we have analyzed each of them to ensure alignment with corporate engagement priorities. Where there are gaps, we have had targeted conversations to ensure plans are completed and aligned with our priorities. We also rolled out a respectful workplace training program on our learning management system to bring to a higher level of awareness the things we can all be doing to promote a safe, trusting workplace. Recognition, while a significant corporate priority, has not emerged as a theme in the team engagement plans so we are looking at an initiative to equip leaders to better address the need for recognition at the team level. Trust is another opportunity for improvement for the organization. Our focus in this regard is to ensure we follow through with the active execution of the engagement plans at the corporate and team levels. To this end, we are diligently following up with leaders across the organization to ensure this remains a focus and provide support where required. we will turn our focus to developing a director-level engagement plan.  Next quarter, we will be hosting leadership development days to address some of the skill gaps our leaders have identified. We will be working with targeted teams to help with team level issues through the creation of team charters that help bring teams together through shared goals and commitments to how they work together as a team.

We also we presented the findings from our discussions about physician engagement with the clinical departments to senior leadership, the Medical Advisory Committee and the Patient Care and People Committee of the Board. We refreshed our physician engagement strategy that involves continuing with our Physician Leadership Forum, enhancing communication processes, regular attendance by the Chief of Staff and Director of Medical Affairs at departmental meetings, and clinical engagement in the KGH-HDH integration process as a foundation for developing the eventual clinical strategy for the new organization. As an organization, we also made targeted investments in areas to address patient flow issues that physicians have raised as concerns such as the development of a new medical-surgical assessment clinic that relieves pressure on our ED and prevents unnecessary hospital admissions. Next quarter, we will continue to implement the priority action items in the physician engagement strategy.

We launched a clinical program-based volunteer evaluation model in Q2, including a survey to help us learn what we can do to improve volunteer engagement within specific clinical programs. The results of this evaluation are intended to be used to help us optimize the effectiveness of volunteer roles and how volunteers are integrated and managed within each clinical program and service, however, we are concerned by a low response rate to the survey from our staff. We also held meetings between volunteers and clinical program representatives to talk about issues and opportunities for improvement within each area. Some of the issues that have been discussed include program-specific education for volunteers, and the opportunity to share program updates with volunteers more frequently. Ultimately this will all help us to transform the patient, staff and volunteer experience. Next quarter, our focus will be to educate staff about how volunteers support patients and families in their program areas and re-deliver the volunteer evaluation survey. We will also continue clinical program meetings to keep volunteers connected to life within their programs and support their role on the teams. 

ARE WE ON TRACK TO MEET THE TARGET BY YEAR END (March 31, 2017)?

Yes we are on track to meet the planned engagement strategy milestones.