2. Improve the experience of our people through a focus on worklife quality

Healthcare organizations are required to conduct employee, physician, and volunteer surveys to measure satisfaction and workplace engagement. These surveys have identified opportunities for improvement with respect to cultivating a safe, healthy, and caring work environment. This year, we will create an integrated engagement strategy that explores the current state of engagement at the HDH and KGH sites and considers factors in our external landscape to help us understand the best way to move forward as a new health sciences centre. We will look at ‘real time’ engagement feedback loops, the synergies between employees, physicians, and volunteers, and how we might conduct department and program specific surveys to get a holistic picture of engagement across our teams. Once we have finalized our integrated engagement strategy we will launch a new engagement program aimed at creating a KHSC community that people are proud and inspired to be part of.

By 2019:

Our people are  inspired and proud to be part of the KHSC community.

In 2017-18 Together with patients and families, we will:

Develop an integrated engagement strategy that supports a safe, healthy and caring work environment

How are we doing?

Research suggests that a highly engaged workforce benefits patients and leads to better patient outcomes while improving overall organizational performance. An engaged employee can provide significantly more discretionary effort i.e. “doing whatever it takes” to complete work tasks that ultimately can have a positive impact on results. Studies have shown that employee engagement decreases during times of significant change (such as during a merger or integration) and that these effects may linger. For transformation, organizational leaders can drive engagement by maintaining open, two‑way dialogue so that people feel their input is valued.

We continued the environmental scan externally while internally we shifted some leadership responsibilities to solidify the structure and accountabilities for engagement on both sites. We held focus groups to gather feedback on engagement and processes to help inform our strategy to bring together the KGH and HDH cultures. A review of the employee, physician, and volunteer engagement results noted both similarities in challenges such as trust, decision making processes, acting on feedback, recognition and training, as well as differences in tactic approaches, surveys and team level plans. Other activities included creating better communication and decision making groups such as a physician advisory council, and a strategic operations committee (SOC), reviewing other communication strategies, exploring innovation and training structures. A joint site volunteer education session was held that focused on communication and accreditation. A leadership 'Headstart' program was also developed and delivered. A presentation linking accreditation standards and engagement was delivered at a leadership meeting to further the conversation regarding the goals, tactics, importance and benefits of continuing to pursue engagement opportunities.