Explore the Possibilities 2013 HR Service Delivery Forum Linking Employee Survey Results to Key Business Metrics at Kaiser Permanente

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Kaiser Permanente 

Founded in 1945, our mission is to provide highquality, affordable health care services and to improve the health of our members and the communities we serve. 

More than 9 million members in nine states and the District of Columbia.

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More than 172,000 employees; 46,866 nurses; and over 16,000 physicians.

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37 hospitals and over 600 medical office buildings and other outpatient facilities.

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Contributed $1.8 billion in 2011 to support the health of our communities through programs, grants, and donations.

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Kaiser Permanente’s Eight Regions 

Membership by Region* 

Northern California: 3,351,449

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Southern California: 3,499,035

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Colorado: 531,908

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Georgia: 222,074

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Hawaii: 226,900

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Mid-Atlantic States: 488,269

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Northwest: 480,396

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Ohio: 103,202

*as of December 2012

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Objectives for Today’s Session 

Learn how Kaiser Permanente is using employee opinions to predict and prevent workplace injuries

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Identify the key cultural drivers of workplace safety in healthcare

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Discuss how to leverage this information at the worksite

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Understand the implications for organizations, managers, and the work environment

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People Pulse Survey 

Kaiser Permanente created People Pulse to assess various aspects of the work environment that influence employee engagement and organizational performance 

Measures engagement, workforce effectiveness, and work unit — One self-coded open-ended item

– What is the one thing that Kaiser Permanente could do to be a more effective organization? 

Administered to all 172,000 employees every year since 2000

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Began partnership with Towers Watson in 2005 — Over half the items are compared to Towers Watson’s normative benchmarks

– Allows us to compare ourselves to other healthcare organizations, high performing organizations, and Best in Class healthcare Macro Measured by the Work Unit Index towerswatson.com

Measured by the Workforce Effectiveness Index

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Work culture influences employee performance …and the member experience. Higher Inpatient & Outpatient Satisfaction

Improved Quality Greater Workforce Effectiveness Fewer Workplace Injuries

Better Attendance

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Factors Related to Workplace Safety 

A review of the workplace safety literature suggests the following factors are most predictive of a safer working environment (fewer injury rates) Organizational Support and Communication • Communication between leaders and employees; recognition • Commitment to safety Workplace Trust • Employees trusting leadership and supervisors • Employees having enough say Job Demands • Related to burnout and engagement, which predict safety outcomes • Role overload (i.e., performance pressures) Resources • Including knowledge, autonomy, and a supportive environment • Help in achieving work goals and personal growth • Leads to motivation and organizational commitment towerswatson.com

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Higher scores = lower workplace injuries People Pulse Workforce Effectiveness Index

People Pulse Work Unit Index

Injury rates 31% lower

Bottom Quartile of Survey Scores

Top Quartile of Survey Scores

Injury rates 41% lower

Bottom Quartile of Survey Scores

Top Quartile of Survey Scores

* 2011 People Pulse towerswatson.com

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2011 People Pulse Survey Workplace Safety Index

Workplace Safety Index

...as it relates to the literature

28. Necessary steps are taken in my department or work unit to ensure employee and physician safety.

Allocation of attention and resources to safety.

41. My immediate supervisor recognizes me when I do a good job.

Supportive supervisor; two-way communication

5.

Kaiser Permanente provides the resources necessary for me to work effectively (hardware, tools, equipment, supplies, etc.).

19. The people with whom I work treat each other with respect regardless of race, religion, ethnicity, gender, age, sexual orientation, or disability.

Job resources (physical, psychological, social, etc.)

Teamwork; supportive environment.

The 3 Rs: Resources, Recognition, and Respect

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Higher scores on either index = lower workplace injuries 

Workplace Safety Index shows even stronger correlation People Pulse Work Unit Index

People Pulse Workplace Safety Index

Injury rates 48% lower

Low-Scoring Depts

High-Scoring Depts

Injury rates 60% lower

Low-Scoring Depts

High-Scoring Depts

*2011 People Pulse towerswatson.com

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Or, another way of looking at it in one type of department Higher Workplace Safety Index = Lower Injury Rates Injury Rate: Baseline

Injury Rate: 32% lower than baseline

Injury Rate: 45% lower than baseline

Injury Rate: 96% lower than baseline

* 2011 People Pulse

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Validation from 2011 People Pulse Comments “What is one thing that Kaiser Permanente could do to be a more effective organization?” Themes

Definition/ Findings

Resources

Have enough staffing, equipment, supplies. Sufficient staffing, training, supplies, and equipment to handle daily workload

Recognition

Reward/ recognize employees’ contributions to organization. Morale and job satisfaction are related to the perception that employees’ dedication to the organization is reciprocated

Respect/ Teamwork

A culture of teamwork and cooperation where employees feel valued and respected. Trust, respect, and collaboration occur when managers value and respect employees

Word(s) Resources (staffing, equipment & supplies) Team Recognition/ Reward Training Support Respect

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Frequency 170 142 128 113 100 96

% of Comments 12% 10% 9% 8% 7% 7%

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Take-Aways 

Employee opinions about workplace environment can help to predict and prevent workplace injuries.

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The key cultural factors related to workplace safety are 

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3 Rs: Resources, Respect, and Recognition.

Managers can leverage this knowledge to improve workplace safety by ensuring: 

Proper resources

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Recognition practices in place

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An environment of respect and teamwork

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Today’s Presenters

Deborah Konitsney, Ph.D.

Leslie Pole, M.A.

Director, Organizational Research [email protected] 626.564.3754

Statistical Consultant, Organizational Research [email protected] 626.564.3772

David Zagorski, MBA, Ph.D. People Pulse Project Manager, Organizational Research [email protected] 626.564.3757

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Organizational Resources 

Learning & Development

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Organizational Effectiveness

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Organizational Research’s People Pulse Website 

People Pulse website: http://kpnet.kp.org/peoplepulse/

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Safety Coordinator & Safety Committee

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Labor Management Partnership

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LMP website: http://lmpartnership.org/home

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LMP Consultants

Human Resources 

HR Consultants

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Employee Assistance Program

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References Geller, E. S., Bolduc, J. E., Foy, M. J., & Dean, J. C. (2012). Actively caring for safety practical methods, empirical results & provocative implications. Professional Safety, 44-50. Hofmann, D. A., & Morgeson, F. P. (1999). Safety-related behavior as a social exchange: The role of perceived organizational support and leader-member exchange. Journal of Applied Psychology, 84, 286-296. Hofmann, D.A., Stetzer, A. (1996). A cross-level investigation of factors influencing unsafe behaviors and accidents. Personnel Psychology, 48, 307-339. Moser, G. (2011). Workplace trust, workplace safety, and quality management. Retrieved from http://www.geaps.com/ Nahrgang, J. D., Morgeson, F. P., & Hofmann, D. A. (2011). Safety at work: A meta-analytic investigation of the link between job demands, job resources, burnout, engagement, and safety outcomes. Journal of Applied Psychology, 96(1), 71–94. Parker, S. K., Axtell, C. M., & Turner, N. (2001). Designing a safer workplace: Importance of job autonomy, communication quality, and supportive supervisors. Journal of Occupational Health Psychology, 6(1), 211-228. Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25, 293-315. Stricoff, R. S. (2007). Comparing organizational functioning to injury rates and cost per unit produced: A case study. Behavioral Science Technology, Inc. Retrieved from http://www.aiha.org

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2011 People Pulse Survey Action Planning Suggested Manager Actions for Items in the Workplace Safety Index # 5

Shortened Item Text KP provides resources necessary to work effectively

Action 1

Action 2

• Assess the resource needs of your team and

• Have staff members share the progress of their

ensure that current resources are being fully utilized or shared.

work and the barriers to achieving their goals.

• Ask each person to identify the tools,

information, materials and equipment that would help them be more productive and effective. • Prioritize the list based on costs, urgency, and

availability from other sources at KP.

• For each barrier, identify whether additional

resources or help is needed. • Briefly discuss next steps to resolve the raised

issues, and communicate what you will do to support them. • Work with your manager to obtain needed

resources.

• Communicate which items can be procured

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other despite

and when they are expected. • Contact HR and ask for internal or external resources on diversity management.

differences

• Check the National Diversity Web site for

People respect each

information http://diversity.kp.org or contact local staff associations such as KP Pride or one of the multi-cultural staff associations. • Discuss with your employees how diversity

affects the department, members and our work.

• Discuss with your team what diversity and

respect mean to them, and create a list of the five example behaviors that will help increase mutual respect in your team. • Obtain agreement among staff that these

behaviors be observed in your work unit. • Contact your local HR department for Diversity

training that may be available in your Region or National Function. • Ensure that employees complete Preventing

Harassment in the Workplace training on KPLearn. towerswatson.com

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2011 People Pulse Survey Action Planning Suggested Manager Actions for Items in the Workplace Safety Index # 28

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Shortened Item Text Steps taken in dept to ensure employee/ physician safety

Supervisor recognizes me when I'm doing a good job

Action 1

Action 2

• Routinely include workplace safety as a

• Work together with the Workplace Safety staff in your

discussion item in department meetings, i.e., invite employees to introduce safety tips/advice during team meetings. • Solicit ideas from employees regarding potential workplace hazards. • Involve employees in developing an action plan to act on their suggestions to improve workplace safety.

region to incorporate workplace safety goals into your department goals. • For ideas on improving workplace safety visit http://www.lmpartnership.org/related-tools/442

• Provide positive verbal feedback to at least

• Gather feedback from people who interact with your team

two of your team members every week. • On Thursday of each week, review whether you have met this objective; if not, make plans to do so by end of day Friday. • In specific terms, describe what they did well and why their behaviors/contributions are worthwhile. If appropriate, give this feedback when the employee is among his or her peers. (Praise in public, counsel in private.)

to ensure you are fully aware of their performance. • Ensure that when employees are identified as high • • • •

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performers, they are recognized. Tell the employee what he or she did well and why you think it matters. Give specific comments and share a compliment that you received from internal or external customers. Meet with your employees to understand what kind of recognition they prefer. For small groups, route a creative list of acceptable forms of recognition and ask individuals to initial their top three preferences. If acceptable to the individual, use a public recognition opportunity to help reinforce models of desired behavior.

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