This article first appeared in the July/August 2017 issue of HealthLeaders magazine.
HealthLeaders Media Council members discuss the metrics their organizations use to track employee satisfaction.
Vice President, Human Resources
Baptist Health Hospital
We do not use just one metric; we try to utilize various measurements. We do stay interviews at 30 days, 90 days, and one year; we do biannual engagement surveys to determine down to the department level what concerns employees might have.
And, of course, there’s the traditional HR metrics: turnover, vacancy rate, and time to fill a position. If we see that we have increased turnover, that speaks for itself. We also know that sometimes certain departments and units get reputations as not being particularly great places to work, so we pay attention to things like whether it’s taking us longer to fill positions on a particular unit, and we do a little detective work to find out why that is.
In short, we try to look at this up and down, sideways, and all through the spectrum to gain insight into how our employees perceive the organization and the decisions we make.
We have changed the way we do our awards and recognition based on feedback that we receive through our engagement survey. It has also helped us review our onboarding process and our orientation programs for certain positions.
We’ve additionally looked at our attendance policy; workers thought we were being a little too strict, so we looked at how we needed to change that, and we instituted greater flexibility in scheduling. All of this is based on feedback we’ve received from our employees.
Lena J. Weiner is an associate editor at HealthLeaders Media.