HR Pulse - Fall 2007 - (Page 23)

ement 23 The measurement problem stems from overlooked elements that define engagement—particularly, the fact that actual engagement varies from task to task and from person to person, with some personality types being more predisposed toward engaging at work than others. While people often think they are measuring engagement, they may in fact be measuring something entirely different. The answer is not to try to measure engagement itself, but rather to measure something that health care organizations can both directly measure and control—the opportunity they present for employees to engage. By measuring employee perspectives about how safe the social climate of the workplace is, we can measure the Culture of Engagement. Not only is this something that can be measured in an employee survey, as this perception is more stable and does not vary from task to task, but it is also something that the employer can improve upon to maximize their chances of having engaged employees. In other words, our measure of engagement assesses the work culture—the environment—and therefore provides insight for what facilities and organizations can do to create the climate where employees may fully engage. A National Assessment of Engagement While it is important for a health care organization to understand, measure, and improve its own culture of engagement, it is also important to have perspective on national levels of engagement among health care employees. An analysis of 191,785 health care employees from across the country in 2006 shows levels of the culture of engagement and how it varies based on employee demographics. Particularly, notable differences exist among employees based on job type, age, how long employees have worked at the organization, and number of hours worked. Culture of Engagement Index HR Pulse Fall 2007 Culture of Engagement by Job Type 75 70 65 60 55 50 62.8 65.2 71.3 62.2 64.1 63.6 >> 62.0 56.6 r rv ice s ici an er ica Pr of es sio n Nu an or ke Se ch n gi st er ed ffi ce rv ice ain ist ra tiv e Te M Cl in ica l Re in Ad Job Type m Se O Ph ar m te n /C l w ac ist s l rs e al ce

Table of Contents Feed for the Digital Edition of HR Pulse - Fall 2007

Contents Executive Director’s Letter President’s Message HR Leader Profile: Lisa McDaniel Spotlight on Community Citizenship Culture of Engagement How Transparent Should Healthcare Compensation Be? The Value of Assessment Testing in the Recruitment Process Technology Dramatically Changes FMLA Compliance Creating a Magnetic Culture™ Taking It to the Hill: An Advocacy Update 401(k) / 403(b) Fee Lawsuits – Are You the Next Target? Compensation Offers – A Better Process Find It Again Pulse Points Who, Why and Where Conference Highlights Schedule at a Glance Keynote Speakers Social Events Conference Sponsors Exhibitors Index to Advertisers

HR Pulse - Fall 2007

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