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[Music] all right good afternoon everybody thank you so much for allowing me to be here today nice and snowy but it looks like the sun's out so it's got to be it's turning out to be a nice day so we're gonna as Joe mentioned we're gonna go over three different things we're gonna talk a little bit about the high level results and then we're gonna walk through action planning and then I'll give you a quick tutorial of knowledge now or online reporting an action planning tool you should be receiving an email sometime after 3:00 o'clock today that and that will give you access to where you can go into the tool and run reports as well as the action planning so we'll talk more about that as we progress but just wanted to give you that high-level overview all right so let's jump right into the data first part we want to talk about is just a little bit about the survey results and the structure so there were 39 closed-ended items we use a six point scale so the closer you are to six the more favorable the results are going to be we also had two open-ended comments which I'll share with you some of the highlights just a little bit of the the summary of those comments as a reminder for you as managers you won't gain access to the comments and we do that to protect confidentiality because it's not easy it's not hard to it's it's difficult for people to recognize or it's easy for people to recognize writing styles and maybe situations so we do protect it that way and then also demographic so I'll highlight a few of the demographics in regards to the engagement scores but you also won't gain access to that in the tool all right so we'll be focusing in on the data and the overview of a Holy Redeemer as a whole all right participation you're at 61 percent so you had over 2400 people participate which isn't a bad number looking to hopefully gain some more traction on that increase your participation getting a little bit closer to the norm of 78 percent so you can see the breakdown by the facilities of the overall participation as a reminder it was self select so some groups may have a little bit more than others but you can see that there were five that were actually at a hundred percent so which is always good to see and we get that participation now what we do going forward does have a very big impact participation so ensuring that you create action plans that are meaningful that create positive change are absolutely instrumental as to how that influences and impacts participation okay your overall score this is simply the grand mean for instance all 39 items combined to give you an overall score you'll see that you're at a four point eight four versus the norm of a five point zero two and you're in a 35th percentile just a couple of things to highlight here in our norm we have over 500,000 participants in over 430 organizations that comprise the healthcare norm all right one of the things that we do that's a little bit more unique is we build your norm based upon the structure of the organization so it's much more specific to Holy Redeemer we also when you're looking at your results depending upon your department you'll gain access or you'll be able to see comparisons to other liked groups for instance nursing will be compared to other nurses radiology compared to other radiology er to other ER and so forth so it's a much more precise way to look at the data and to get a better person versus just a general overall norm all right here's the breakdown of the overall score by facility as you can see it's broken out we usually like to look at a number about five and above so you get to see a little bit of the groups that we saw a little bit lower of a score overall scores are helpful to give you a perspective of how you're doing but truly the key measurement is about engagement and that's what we're jumping into now so our definition of engagement really is about a few words here it's about enthusiasm effort pride passion really trying to create a an emotional connection to the organization and being committed to both the employee as well as the organization as a whole now when we measure engagement we do that through an index through our first score is going to be the overall index score at a four point eight nine versus a five point zero seven so you're in the 33rd percentile and as I've mentioned before this particular score we typically will see first time surveyors out in that lower third of the database and that's okay so now we get to see how you progress and improve going forward now one of the things that we looked at was an evaluation of 2016 to 2018 we did that specifically on the engagement index to see if there was an improvement on engaged or if it was stayed steady or was there a decline so we did a some mathematics around it to kind of convert that five-point Likert scale over to to a six-point scale so there is some some a little bit of a I lost my train of thought there a little bit of a margin of error there we go so a little bit of margin of error into that but we can actually get to see some perspective in regards to did we see improvement or did we not so we had some connections on all seven of those items so let's talk about the engagement index here's the structure of it right here you'll see statistical significance up at the top at a point zero three that's pretty important because when we look at the norm differential we're gonna take a look at if we see it in red that means it's statistically significant below if we see it in green that means it's statistically significant above okay so that basically means the score did not occur by chance okay so you see the survey items to the left the overall score on the six-point scale the normative differential and the difference from 2016 so the positive thing here is that we did see some positive improvement here we did see an increase all right is it at the number that I would expect going forward probably not because of that margin of error but it does tell me that there was improvement from where you were to where you're at today still some opportunities for improvement and this is also where we want to establish a goal four point eight nine is typically what we want to establish a goal with against the organization so we talked about this with the senior leaders they'll be establishing a goal communicating that information out but we normally recommend about a statistical significance of a point zero three so we want to see that movement with a potential stretch goal of point zero six so you basically double that statistically significant improvement so with that being said to be that a four point nine to which you may not think is a lot of movement but believe it or not it's it's progressing and it's moving in the right direction ultimately that's our goal we want to see you continually move forward and improve over time all right now we take a look at engagement by facility you can see the breakouts by the overall groups now if you'll notice some of the groups that are scoring in the lower tier of engaged there's some of your larger facilities larger areas because that will create an influence on your overall score so getting those lifted getting those in at a higher level will only create better outcomes for you and the organization okay so just kind of keep that in mind when you're evaluating and looking at the overall data all right then we looked at it by division this gives you another perspective of slicing the data just to get a different look at it based upon these larger divisional breakouts and groups again you can kind of see how the scores are aligning with one another it's not surprising we see executive at the top that's pretty typical we usually will see them scoring up there now we look at it by tenure so tenure is pretty important because when we look at this let all less than one year look at that overall engagement score so that's pretty strong we typically see that then we start to see kind of a curve like this okay that's typically what we see so we do see a little bit of a drop from one to two years that three to five years and six to ten years though is where we're seeing that the biggest risk of some of your groups okay because in that time frame is really are they gonna stay with you or are they potentially looking to stay with you long term or are they potentially looking to leave and we started to look at that being connected to the organization having you know positive interactions with team members being having a good relationship with their supervisor and seeing potential growth and development opportunities were weighed heavy on that particular group and that within that area why is all of this important when we look at that less than one year average turnover is 24% okay that's that's pretty amazing okay a lot of people are looking to move much quicker than they were in the past has anybody ever had to anybody leave you on the very first day the employment anyone we had one in the last one same with me and I even took the person to lunch but you know what can I say I guess lunch with me wasn't that great so when we look at this though it's very important that we want to keep this in mind because our workforce is much more fluid than it once was especially when we start looking at the age range or the generations okay think about this the Generation Y or Millennials their average tenure anybody now two years so it's a much more fluid workforce than it once was average tenure for Gen Xers or five baby boomers or seven so we're actually seeing some some differences here but I'll tell you when we started to look at under 40 what were some of the connect points that we saw it was really about this a supervisor recognized my accomplishments is there open dialogue within communication am I connected with senior leadership and is there an opportunity for growth those were elements that we were seeing within that younger generation that's really connecting okay so keep that in mind and especially if they're looking to leave within two years we really need to connect and engage them at a much more rapid pace and once we're in the past now let's take a look at it by work status and race I really like the work the race part of this if you look at this some of the groups such as Asians Hispanic or Latino African American you'll actually see them score above or just slightly below where the Caucasians are so that does give some indication regards to diversity and inclusion around here that it's actually pretty strong and will actually see a survey item that's connected to the supervisor as well as diversity and that's really a great sign so we want to see that type of connection here at our organizations that we're working with some of them that I worked with are not that way so this is great to see that and viewed as a strength okay now this one we look at a span of control really important to break this down less than 15 employees 235 groups fell within that okay 35 groups had 15 or more employees if you look at the engagement score 4.9 2 versus a 4.8 - what is that essentially meaning the more you have in regards to your span of control the lesser engaged the groups are going to be doesn't happen exactly all the ways but when we average it all out that was the breakout when we looked at less than 15 employees the average was 6 employees and then we looked at the groups with less than 15 employees the average is 22 what that's highlighting and what that's saying is that it's much more difficult to create an engaged environment when you have too many people our reporting to you and we talked about this at the executive team and that was something that piqued their interest and they're in our in our discussion that we had with them so just kind of keep that in mind but it is a challenge to have one-on-ones conversations and connections with each and every employee if you're managing a workforce of 50 that are directly reporting to you okay so this this brought some information to light okay the next part we want to talk about is the engagement profile this gives you a basically a perception of the level of engagement across your organization okay now remember in the past there were three breakouts that you saw like highly engaged moderately engaged and disengaged so we're kind of forced people into those buckets what we do is a cluster analysis to really identify levels of engagement across your organization so this year we saw five clusters for instance next year or next survey we may see four it all depends upon how the data is relating with one another a couple of things I want to highlight on this page though if you look at the bottom section you'll see those bars each one of those bars align back to one of the engagement items that I shared with you before those seven engagement items like I've seriously not thought of resigning in the last six months that's correlated to leave alright I'm pride proud of the work that I do with this organization that's in green and so forth okay now when we look at that if you look at your highly engaged component there are actually 41% of your workforce is highly engaged and if you look at that score a 5.73 that's a very strong level of engagement so forty-one percent really have a strong connection to the organization and are highly engaged when we look at the other breakout such as moderately engaged in seekers those are the two elements that we want to kind of shift as much as we can towards that highly engaged category if you look at moderately engaged at a four point seven eight so that's a little bit of a drop from where we would want to see it typically it's almost a 1:1 scale point differential we usually don't like to see that big of a graph gap so what that is highlighting to me is that that is a little bit more fluid in that particular group to where they might move into more of a disconnecting or potentially seeker category versus an engaged category seekers if you look at the bars on the Seekers they're actually outperforming the moderately engaged except for one key item they're looking to leave and 16 percent of your workforce falls within that category and typically these are folks that are actually doing a lot with some great performance and some of your higher performers and you don't want to lose those individuals because they may see a lack of opportunities for growth there might be some other things that are contributing to them not wanting to stay at the organization so keep that in mind when you're looking through your data and your information disconnecting and disengage so these are folks that are you know having some some more difficulties and challenges within the organization especially the disengaged which the positive mark here it's only 4% it's right in line Minh Thuy C nationally while the disconnecting you're at 12% versus the norm of 10% so we saw a little bit more of the disconnecting but that's okay we can actually move that group that group can actually shift now we didn't see any campers this time and you know what a camper is that's people who hate everything about you but are never leaving do you know any of those so they might be in there too in fact they're probably kind of centered right in here the disconnecting so anyway we didn't see that specific breakout this time but you never know next time all right now let's take a look at intent to stay in the last six months I have not seriously considered leaving a Holy Redeemer for another job so this is a breakout on that six point scale to give you some perspective 31% of your workforce has considered leaving okay our national norm is 35 percent the positive then is you're a little bit below but what we see is that kind of that best in class or that debt marker that's we want to get towards us 20 percent that's where we see is kind of optimal for potential growth we see that being connected to business out better business outcomes and so forth so that 20 percent mark is really what we're targeting and trying to gear towards the one thing to note here if you look at to the far right that strongly disagree 14% of your folks there strongly disagreeing with that so that means that they're looking to leave so 14% of that workforce that surveyed are really looking to go and some of those folks you don't want to lose okay some okay it happens but I'd be willing to bet a good portion of those folks you don't want to lose okay some of the strengths and opportunities so let's talk a little bit about your categories or dimensions so these are within these categories there were survey items that fall underneath each one of these categories so you'll notice some of the scores that are listed there teamwork being that at the top and being above the norms fantastic to see we always like to see that people are working very collectively together cohesively and really creating a great environment and we're gonna see that also in their written comments supervisor also scored fairly well just slightly below the norm but when we look at your strengths we're actually going to see quite a few items that are related directly to the supervisors okay some of the other things too we look at HR programs that one's more geared towards compensation and benefits that's what's kind of moving that score down a little bit and we're also going to talk a little bit more about safety so safety even though it's scored almost at that five level which is positive we can still see it being below the norm and there's still some trepidation or still some hesitancy in regards to safety that may want to look at trying to improve here are the strengths so these are all based upon the performance of against the norm so you can look at this three of the items that I mentioned before are actually categorized as a strengths that aligns back to supervisor my supervisor communicates well my supervisor is committed to diversity which I thought was fantastic and I can tell my supervisor what I think keep this momentum going alright there are opportunities for improvement within supervision across the organization we all in this room have opportunities for improvement we all know that and that's okay but I was really happy to see that these were some pretty strong scores I was also happy to see that teamwork item that was listed at the top there where our department works well with other departments was above the norm fantastic to see that across now of course they're probably some groups in areas that will have continual areas of improvement but overall it was good to see that there was that connection so when we looked at the cut of the comments this one looks at please list the two most thing no the two things you like working at Holy Redeemer the most so what are though what are they we have a word cloud that's listed here so it basically just populates the most words you know that shows up the most or the biggest but I went ahead and looked at the data in a little greater detail and it really came up with two key themes it was about community workers and about the patients that's what we heard time and time again people really like working with their team members and of course they like caring for the patients those were the two elements that we saw opportunity wise here are your opportunities so the first one kind of bubbles up pretty quick I feel my total compensation is competitive so 3.43 it's quite a bit below the norm so there might be some opportunities there to look at how do we communicate this what are some of the things to evaluate in regards to compensation because I will tell you that organizations that have some challenges in regards to compensation or the perception that's out there it is more difficult to lift engagement than it is to organizations who have a pretty sound foundation in regards to compensation it's never gonna be one of your key drivers but it is something that has a direct influence to it a couple of other things that we look at there everyone demonstrates behavior that supports our mission and values now remember you have a pretty strong connection to the mission and values here but it's everyone demonstrating that behavior so we're seeing that people may not be viewing that their team is providing it as much as possible and that's where we want to try to create that personal connection of - how do I personally influence and impact the mission of the organization what is my job what does my role do and how does it influence others safety bubbled up in two different items you can see they're being able to voice your suggestions or concerns and as Holy Redeemer truly mitad too too safe to the health and safety of employees so you can see that air below the norm not saying that there are issues in regards to safety here but there could be some areas of continual improvement in regards to communication and education and it was in the senior leadership meeting it that definitely pop piqued their interest because of the importance of safety at Holy Redeemer okay all right so what we also looked at the two most important things that would improve employee patient resident and client experience at Holy Redeemer so you can see the word cloud that's listed there but really it bubbled down into four distinct things it was about communication it was about leadership about staffing and about compensation so those were the things that we saw now remember this is more of a qualitative way to kind of capture that information but it's absolutely going to be essential when you're talking to your team you're going through your action planning process that you start to extrapolate some of that that content some of that information because that's going to be helpful for you when you're putting together action plans with the team drivers of engagement so all of that data was pretty helpful and important because it's being compared to the norm but in the end we look at what's gonna drive engagement we want you to focus in on areas that are going to have an influence so you're working on the right things so we go through a multiple regression model to identify which survey items have the greatest impact to engagement and here's your list so we look at that now it was for your key key survey item from 2016 still shows up at the top in regards to a key driver which is exempt which is really important the mission and values of Holy Redeemer give meaning and importance to the job I do this does not mean that you're doing it poorly okay what this is meaning is that it has a distinct impact and influence to engagement so we want to continually reinforce the importance of it how do we make it different how do we connect it to the employees so they recognize and realize what's going on the next two items relate back to career growth and as we've talked about before remember that the younger workforce and some of the other areas that Career Development is absolutely essential that we have it in play you as managers play a very big role in ensuring that your teaching your guiding your coaching your employees and they're in there doing that back to you sharing their information doing short term long term goals what are they trying to accomplish and how can we create that and create a roadmap together in that area that's very important because they need to be challenged and they need to ensure there is growth and development opportunities that will also help and connect with I value the relationship I have with my supervisor we're seeing this item pop up more and more in regards to key drivers with organizations that value of the relationship so building that strong relationship is extremely important and it's also very important especially when you have the span of control issues okay you've got too much it's very hard to do that so where you have opportunities to to create some different changes on that I would absolutely recommend you do that and then of course that patient safety bubbles up again so these are what we looked at in regards to key drivers now this is not where we end either we take a even a deeper look at this so we're gonna prioritize your actions through a couple of ways we look at the overall results we look at items that are underperforming and we look at your key drivers and here's this list pretty big list when you look at it now we don't want you to work on everything here because it would be too much so we want to synthesize this down so we went through and analyzed the data in a little greater detail and it really came up with three key buckets or three key opportunities for improvement and here they are mission career growth and safety you'll see the the item that is highlighted in gray that is essentially the the key items within each one of those categories okay we're looking for you to take two of those three and to create an action plan against it so these are the three key systemic opportunities for improvement that are focused on mission Career Development and safety we want you and your team to select two of those three as part of your system opportunity for improvement I'll talk more about this in a minute but that's where we're going to be focusing your time and your effort so when we look at the overall scores they're actually not that bad when you think about this okay a mission vision and values were at 94 percent favorable pretty strong you may say well why do we need to worry about that well 41% at top box which is pretty good but we want to move that the rest of those folks that are not in this top box how do we move them forward on this okay very very important same thing with the Career Development as well as the patient safety so again we want to select two of these three you want to select that with your team you and your team are going to determine and identify which two of these three you're gonna create and work on for your systemic opportunities for improvement all right so let's move into action planning how many of you in the room have created action plans based upon engagement survey just raise your hand so we have a few okay so we have some new people too that haven't done it before so here's kind of the stages that we're at the first stage is that we met with the executive team a couple of weeks ago shared the overall results and here we are today sharing with the managers the overall results and and kind of the next steps there is also a knowledge now webinar I'll share with you knowledge now I'll show you how to how to run it and to use it today but there's also a more detailed training link that will also be sent out Kristina will send that out to you and the team so we have quite a few resources and tools that you'll be able to utilize when you're going through your action planning process so you don't feel alone this deck will also be shared with you so you have a copy of it so you don't have to feverishly write down any notes unless something is important to you but I did read a statistic once that if you if you don't take any notes you're gonna remember about ten percent of what I said today 10% 10% versus if you take notes it moves up to about 30% still not great but so hopefully the 10% that you're listening two is really connected all right okay so why isn't why is action planning important as Joe mentioned at the beginning this is really where the rubber hits the road this is where it's very important we find through our research is that if employees are recognizing seeing change based upon the results of the survey those folks who were recognized in see change their engagement levels are actually two times greater than those who do not so it has a profound influence and impact to the way people perceive and how they're connected to the level of engagement another thing to think about this is a year-round effort folks this is not something that you do every two years you do your action plans and then you forget about engagement for the rest until you do the survey again this is an everyday event connecting with your employees really getting them to engaged with the workplace making sure that they're they're doing everything they can helping them along the way this is also not an HR initiative don't forget that everybody is involved in this process the senior leaders the managers the employees the staff everybody's involved to put together action plans that are meaningful to create and to implement positive change absolutely essential in this process all right here is the timeline a typical timeline so we're at that communication stage we're at today there are also be some additional communication that will be sent out to the employees about next steps the results information of that nature then you want to create and develop your action plans now you'll notice it's between 30 and 45 days basically from today so about 45 days from now is when your action plans need to be developed and added into the knowledge now tool so that gives you about 45 days you may say wow I've got a ton of things I've got to accomplish in 45 days how am I gonna sneak all of this in well we're really looking about three to five hours of your time so we're not asking for you know a 40-hour workweek to get this accomplished about three to five hours of your time to where you you look through the data you meet with your team you put together an action plan and you add it in the system that's essentially what we're looking for you to do at this point the implementation follows afterwards okay so keep that in mind when you're going through that then we look at the implementation so that's where it could take a long time or a short time depending upon what things that you're implementing and putting together then we want to measure the survey so that measurement is going to occur from another survey two years down the road is when we're gonna have our follow-up survey there could be sent a pulse in between just to kind of see how everything's going something to think about but you're looking at creating accountability you're looking at creating it hey this is being measured we're being looked at to ensure that change is going to happen so the structure of the our action planning model are the top-down approach which is selecting those two of the greatest impacts for the organization remember there are three and you're choosing two of those it's about the mission it's about the Career Development and it's about safety focusing on the two that you feel that you can control or work on the most then you're going to select one local opportunity and through our tool you'll be able to identify which one you should focus in on and that is being selected from your team and you together so don't go into a room and create an action plan and/or select everything on your own you have to use your team and have them involved in this process because they'll embrace and accept change much easier if they're involved with it versus just hate here it is move on so the session so we'll talk a little bit about the action planning session so really it's about creating a culture of trust and setting that meeting up with the team is really about how you approach it okay guys come on we got to go do our action plans boy I'm really fired up about that now so you want to come in with a very positive approach really looking at how do we get this how do we make some initial change work on things that we can control so the way you approach it is going to have a fun mental impact and influence to how your team members are going to approach it if you look at it it's just one more thing we have to do your outcomes are going to be less versus hey this is something that we can do to create change to create a better environment to create better work working habits for everyone whatever use that mindset keep your team involved in that process I highly recommend you don't select the two out of the three have your team select that I also recommend you don't select the one opportunity have your team select that you can help guide them give them some some thoughts around it perfectly fine but let your team be the ones that are selecting it so what our survey results their feelings this is how I felt about this about the certain category the certain area of whatever this topic action plans are all about behaviors so what do we need to do to create a different outcome we have to modify behaviors we have to change the way people are being perceived we got to change things to create a different feeling so use your team in this process to create and gather solutions have them being involved in the change process so they can so they're they're wanting and looking forward to the change versus just having to accept and embrace it so many times where change has occurred and they have had no feedback on it so this is their opportunity to be involved in that feedback process being able to share with it work with it work and create solutions that absolutely will impact that particular group and that's the thing we want to talk about too is you have to look at things that you can control versus things you can't control sure we'd all love to have raises sure we all love to work maybe four hours a week and have the rest of the time off it'd be awesome you can't control that but we can control our certain areas let's work on those and that was that's what makes a difference action planning can be difficult if you make it difficult what I'm trying to tell you is that it's pretty simple don't make it difficult make it fairly easy you know work with your team have them involved in the process to where it's not a tremendous amount of work try not to be defensive either that defensiveness is easier said than done I get it you know you look at data how can you not take it personally it's your group it's your team you know say oh well they don't like me well that's maybe not be the case there might be some areas to improve and they're providing feedback on that so use that embrace it and keep an open mind really really try to do that because if you don't what's gonna happen in the future participation may drop they may not be willing to share and provide you with open and honest feedback ultimately that's our goal capturing good good feedback good information and turning that into positive solutions some of the data and some of the results may be directly related to you as a manager it happens and that's okay if it is happening that way you have resources at your discretion at your at your fingertips to use put your employees into an environment where they feel safe and comfortable to share feedback the HR business partners are a great resource that you could bring in and have them help facilitate that part you may excuse yourself from the room for that part that's okay or have your supervisor be a part of that discussion ultimately you want to give them the opportunity to share feedback create solutions and give them an environment where they feel safe and comfortable so keep let them have that now if it's not directly related to you your role is to facilitate the session guide them into the areas that you can change or you want to change that we need to change what are those get them involved in that so remember that 80/20 rule where if we typically as managers talk 80 percent of the time and listen twenty reverse it in this meeting I want you listen 80% of the time and talk 20 let your team talk let your team provide the feedback and as Joe mentioned you know this data is giving you kind of the where you need to focus on but those conversations in that qualitative piece is really where you're going to create the change well we scored low on this because of this here's what we need to do that's how you create change so here's a sample of a meeting agenda that you can use it's about an hour long typically what we have here so you're gonna share out the overall results we do have some templates that we can that we've sent to Christina that she'll also send you as well where you can scripts we can share and talk about the data you want to capture their reaction and their feedback does any of the data surprise you what should we focus in on what are your areas of concern what do we need to work on have them identify what are we working on both in that systemic level as well as the departmental level let them choose let them work on that with you then you'll create and put together action plans there's actually a process called continue stop start that I'll highlight with you here in just a few minutes that will give you a way to potentially put together an action plan and then you talk about your next steps you'll add this into knowledge now and this will give you the opportunity to update your team on our regular basis one of the great things that we always recommend you looking at once you've put together your action plans use the smart criteria I think everybody's well aware of smart you know specific measurable achievable relevant and timely so when you put together your information is it hitting these marks is it specific you know is it relevant to our team can we measure this how are we going to measure this is it relevant to what we're focusing in on our team and is it timely can't what do we need to establish regards to our due date so it makes sense establish a date that's not too far out but yet not not too tight that you can't achieve it make it something that's attainable but yet measurable so if you use this it's very very helpful now when you're creating your action plans there's so many different ways to go through and to do an action planning process you can do whatever you want it's totally up to you if you found another technique that works exceptionally well great but if you're looking for one that if you've never facilitated an action planning session which I saw about half the hands not be raised try this try the continue stop start technique what it basically is it works for any size where you have basically on a whiteboard or you know basically a piece of paper you get right down continue stop and start and from there you want to put together ideas and I on each one of those sections so let's say for our team we're one team here we're working on communication and we need to improve improve the overall communication amongst our department so what should we continue well let's say me as the manager I send out a weekly communication via email people like that they like to see what's going on you know what are some of the goals for next week what do we need to achieve whatever so we want you to continue doing that but maybe make it shorter it's too long we like the information but maybe if we can bullet eyes it a little differently okay so there's some opportunities to continue it but yet refine it so what should we stop so let's say I love that red exclamation point when I send out emails where everything's a priority or important team members can't really prioritize appropriately so they don't know how to focus on that so maybe instead of doing that there's a different scale or there's some different way that we can prioritize maybe in the subject line top priority but it's also my job as the manager to really come up with a better way of prioritizing and how does that work with the team and was the team suggest so we work together to make that happen and then lastly we want to stop or we want to start maybe daily Huddle's something that we haven't done in the past but we want to do that on a regular basis - where are we talking with our team we're communicating with the things that are happening maybe even some personal things something that's just we want to share and talk about totally fine that's a simple scenario but you can see how continued stop-start could work for any situation that's out there so I just recommend you try it if it doesn't work try something different totally fine but I suggest you tried at least once and I think you'll find it pretty helpful when you're going through that process let's go ahead and get you into knowledge now this is just a general sight that we're into it's not any of holy Redeemers data so just so you're aware it'll have you it'll give you a couple of options from there to choose what I want you to choose is the quick reports icon so log into the system and select your quick reports that's where I want you to start quick reports is where you're gonna gain access to the groups that you have you have access to our responsibilities so for instance if I'm a director and if I have 10 teams that report to me I'll get to see the results and data for all those 10 teams combined and break out of each one of those 10 teams provided they meet the threshold of 3 so you have to have three or more people in a work unit for you to see your actual data now one of the positives about our system let's say you have 10 groups that you have responsibilities for but two of those 10 fall below three each one has two you can actually combine those two groups together and run a report so you can get a little bit more finite in regards to the data so keep that in mind the first thing I want you to do literally is when you get into it just come in and hit your summary report that's it jump in hit your summary report and you're gonna see a report that's that's this this one okay this is a one-page report so if I scroll down you just see that I'm right and it'll give you your overall score your percentile ranking and it will identify your top five strengths in your top five opportunities we have a detailed algorithm that identifies your strengths and your opportunities based upon about ten different parameters this is where we recommend you select one of these items as your departmental opportunity for improvement it doesn't mean that you have to it just helps the process because it meets some parameters that saying hey here are some areas that we find as a needs attention for your or for your work group you could even select one of the strengths if you want perfectly fine or an item that's even outside of it it's okay as long as the team is a great in agreement to it that this is what they want to do perfectly fine you don't have to be locked into one of these five however we recommend that because we do see that has a greater influence and impact to engagement within your team if you do focus on that now comparisons and overall score so let me jump into this other report so comparisons to overall score the comment or compared to last survey that will be blank but the next time we survey you'll actually see how you compared did you see improvement or did we see a drop or did we see scoring at the same the national norm is next Cantara to the facility average so whatever facility you're working for that is who you're being compared to and then the system average is essentially Holy Redeemer as a whole everything combined so the results that I was sharing with you today we're Holy Redeemer overall and that's what you'll be compared to your score is the line the comparison scores are the bar and you'll get to see your comparison numbers at the top we also show you that by overall category so if you see a green arrow that means that you're actually scoring above either the national average facility average or system average and the previous survey will be blank so this one-page summary report really gives you a lot of information for you to kind of move forward in the next next data points the next item or the next report I would suggest you run is the detailed report let me just close it out for a second you just simply click on the detail report icon and you'll get to see the detail report which is listed here the difference between this report and the summary report it's a little more in-depth it'll show you each category score it'll show you the response scale the percentile ranking and the comparisons to each one of those areas for both the category as well as the survey items that fall within those categories now remember that your percentile rank could be different from one of your colleagues because you'd be looking at different data DIF different comparisons so don't just because you scored the same and you could be higher in your percentile ranking it's because you're being compared to a different data base a couple of things to note here you'll see strengths needs attention key driver strengths and needs attention are from that list that we saw earlier on the summary report so if you see that this is indicating that this item is one of the opportunities for improvement specific to that work unit if you keep scrolling you may even see one that could be an opportunity as well as a key driver that is essentially saying that this is an opportunity within our work unit but it's also one of those key systemic key drivers for Holy Redeemer as a whole so that may give it a little bit more weight to focus in on we're looking at it that way those are the two reports that I would recommend that you should start with and not really worry about the rest because number one you won't key you won't see the icon of demographics report nor the comments report you will have the key driver report and that is basically how you're performing against the key drivers so you get to see how that's how that's running which is listed here so you get to see on the five key drivers that were for Holy Redeemer you can actually a report and see how your group is performing on each one of those items now you can still see that in the detailed report this is just it's just creating it a little quicker if you want to see only the key drivers that's where you want to spend your time mostly as in the key is any quick reports data reports there's another reporting component called interactive data now this is where you can also slice and dice data a little bit now none of you will gain access to the demographics so it's not going to be as as neat in that respect because you can do some different parameters but what interactive data will do is will give you some opportunities to look at the data differently maybe you want to look at a percent favorable or you want to look at things that are unfavorable you can do that through this drop-down box so I can look at the percentage of top box so for instance if I wanted to see what's the percentage of top box or the percentage of strongly agree or sixes I can do so so I'd see the facility that I rip that I work under the work units that I have responsibilities for and again if I want to look at separate work units I can if you have ten and I wanted to look at these two combined I can do that so whatever you have access to you can click on that I can also look at categories that are listed here I can sort them all so if I wanted to I could look at them alphabetically as well just by clicking on the category or I can even look at the survey items if I scroll over the pie chart for instance I get to see how how the distribution scale is happening on each one of those I can also run a report on just a survey item if I wanted so let's look at engagement I'm not seriously considered leaving this organization for another job I'll select that now I can hit refresh by moving over here which is the Refresh or reset which you go up to the top so I hit refresh and what's happening now is that I'm going to look at the scores percentage of top box for those two groups there's a percentage top box for just the item I have thought of resigning I've not seriously thought of resigning or considered leaving this organization for another job so you can look at all of that data if you want and you can export this report or export any of these into Excel if you want and I here is just a sample of what that is just a sample of an excel that you can look at sortable and you can work through it if you want but the nice part about the interactive data is it gives you some perspective to look at data a little differently and you can export it into Excel if I hit reset basically brings it back to the areas that I have responsibility for at the beginning which is going to show the mean score and all the groups that I have responsibilities for so if you ever get lost just hit reset you can restart again the vault that's what I was talking about before so if you as a manager have less than three people in your work unit and that's my participation so important so if you have six people in that work unit but only two took the survey you don't get to see their data that's why you want to encourage participation but you're not an adult lost you can go into the vault and you can see the overall organizational summary report and detail report so there's data there that you can work off of and look at and talk to the team about then we have our action planning all right how's your heart pumping now that's what happens when it melts so fast right okay so the next part we're gonna look at is action planning so action planning is where you're gonna house the the data house the action plans that you're gonna be working on as a team so there's two components of the action planning that we're going to talk about and the first one is really going to be setting it all up now just so you're aware again if I'm a director and if I have four groups reporting to me I get to see the action plans for each one of those work units so get to see them if I'm a manager and I only have one group that report that's just my group that's all I'll get to see but it's really powerful if you have multiple teams that are reporting to you and looking at it I can also you know see it by status if I want to category or even just work unit so when I want to create an action plan I just simply hit new plan and this box shows up I'll select the unit select the category that I'm working on and what item it is and you're gonna find all of that through your summary report and your detail report what happens now is I'll hit save it's gonna populate down at the bottom here this will allow you then to create action steps in the process because right now it's just setting it up and then it's going to move into an action step so you can create and add as many steps as you want or as little as you want all I simply need to do is click on the box and you'll see the next step tab show up I simply hit new step I'll put in the status let's say we haven't started it I can put in my step you know the continue stop start whatever I also have access to our online action planning guide which is Joe mentioned it's long it's about 70 pages but we did send some shorter versions to you so you'll have those to review and to look at but there's also some scripts everything that we talked about today is listed in here give you some other ideas you know in Trent just some top-down foundational approaches we talked about you know initiatives versus an enrichment there's some nice tips and tricks in here as well as some scripts and we also shared the scripts with Christina that she'll share out with you so you don't have to go hunt for it's actually in a document that we've sent you so there are some scripts that you have we also have best practices and ideas that are in the back that you can go ahead and look at and implement or add in there if you want they're completely customizable you can do whatever you want in that respect we are probably by mid this year we're gonna be adding this as an online feature so you'll be able to click in won't be ready by the time you're creating your action plans but it will be happening soon but this just gives you another resource to look at and potentially find some best practices that are associated with an action item that you're working on so from here you can type in any notes that you want for instance meeting on the fifth who's the person responsible and then you want to set a date as to when you want the action plan to be implemented by and you hit save and then what will happen is you're gonna see it update from here so this is how and then if you want to add a new step you just simply hit next step or new step and then you repeat the process so you can put in as many as you want you can add in multiple steps into one if you want so totally up to you whatever works for you and your team as you can see here it is if I wanted to go into this step and edit it for instance I can say it's now in progress because our meeting was finished I'll hit save and now your status is going to change from not started to in progress and then what your completed excuse me you just go ahead and select complete and you're you're good to go so this is where you'll go in you'll add in your steps your add in your information whatever you wish to do but going back to your question about how do we share information and so forth we have this export feature where you can export your action plans and here they are so here's the action plans that you're working on the steps in that process so you can provide this to your team this is people one of the things that you can share with them and gives you additional information we can update that on a on a regular basis whatever and you can share that with your team so all you do is you just export it and it will pop right into a PDF that you can provide to your team via email hardcopy whatever is your preference so you won't see you won't have access to the tools and resources but that gives some additional tools for the super users and they have an action planning audit so they'll know who goes into the system who's actually done anything or who hasn't shows just just be aware that that's part of it the feature so we're all looking forward to your action plans being added into the system in the next 45 days thank you very much everyone have a great rest of the day take care [Music]