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The Real Cost of Employee Engagement in Healthcare

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Many factors affect a healthcare organization’s ability to provide quality patient care. But the most powerful key to better patient outcomes isn’t vanguard medical technology, an organization’s number of specialty providers, or even add-on programs designed to promote preventative care. Instead, recent research and practical in-the-field experience demonstrates that healthcare
organizations can create the most profound improvements in patient care and satisfaction levels simply by improving employee engagement.

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The Real Cost of Employee Engagement in Healthcare

  1. 1. When it comes to the quality of patient care, engagement matters—a lot. decrease in infection rate lower patient mortality and complication indices least engaged nurses pay for malpractice claims $ 1.1 What’s driving low engagement in healthcare? The good news? Healthcare organizations know engagement matters. Change was the biggest factor. said transitioning to ICD-10, managing HCAHPS, and moving from paper to electronic records had the biggest negative impact thought their organization was solely focused on patient care and consequently viewed the staff as merely a “means to an end” stated frequent changes of supervisors and clinical turnover The bad news? Awareness hasn’t yet translated into action. agreed with the statement “linking professionals’ behavior to patient care, and monitoring those interactions, positively affects our organization’s bottom line and our return on the training investment.” do not measure engagement levels have a complete strategy to address engagement generally measure engagement levels stated day-to-day concerns— from patient emergencies to ICD-10 transition—interrupt the development of an engagement strategy stated there wasn’t enough time in the day to focus on engagement thought their workplace culture didn’t lend itself to focusing on engagement were using a unified talent management system that managed all areas of HR still relied on multiple HR systems (Franken-systems) and/or paper-based processes Organizations using a unified talent management process reported higher scores in staff engagement higher in leadership development higher in creating a pipeline of viable successors actively link some staff behaviors to patient outcomes 87% “Would you recommend this hospital to your friends and family?” higher10% 25% Yet in healthcare, almost half of professionals aren’t fully engaged. What’s standing in the way of creating formal engagement strategies? The majority of healthcare organizations are not taking advantage of technology to address engagement However, those that do link professionals’ behaviors to patient outcomes do so by million 26% 13% 77% 29.3% 46.9% 47.7% 25.3% 28% 19% 16% 29% 36% 41% 88% 12% 26% 20% 25% aligning staff goals with organizational goals actively encouraging professionals to take additional training conducting regular performance assessments and tying learning and development to those assessments to address skill gaps What is the Real Cost of Engagementt Employee Healthcare? in

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