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.

In Q1 it was confirmed that there is no requirement for a corporate engagement survey for two years from April 1, 2017 given that KHSC is a new organization. Therefore, data extracted from past individual site engagement surveys will be utilized for our upcoming accreditation survey until a new KHSC engagement strategy has been established. In addition, an environmental scan has been undertaken to identify potential options going forward. It was determined that there were similar areas of development and gaps between the KGH and HDH sites, such as education/training, recognition, senior management acting on feedback, looking forward to going to work and career development. Targets have been developed for the corporate engagement plan that will focus on a new integrated strategy. Next steps include completing the tactic planning and engaging staff, physicians and volunteers to seek feedback on the future state.