Vital Voices: Organization set to launch initiatives spurred by your feedback

August 2, 2022  //  FOUND IN: Strategy & Leadership,

Earlier this year, Michigan Medicine faculty and staff participated in the 2022 Vital Voices faculty and staff engagement surveys. Upon receiving the overall results, the Michigan Medicine leadership team took an in-depth look at the feedback and identified organizationwide initiatives aimed at creating positive change.

“As a leadership team, we decided to change the way we rolled out the engagement survey results this year because your feedback showed that we needed to try something new,” said Marschall S. Runge, M.D., Ph.D., chief executive officer and executive vice president for medical affairs, Michigan Medicine. “Overall, the feedback from faculty and staff indicate that our teams are experiencing high levels of burnout and show that we have opportunities to improve communication and strengthen a culture of trust and accountability in our organization.” 

Based on this feedback, the leadership team is recommending the following two organizationwide initiatives:

  • The organization is going to begin leader rounding in a systematic way that identifies actions to improve processes and communication.
  • Leaders will engage faculty to identify and reengineer three processes to improve wellbeing and engagement.

Executive sponsors will lead each initiative and form a committee with representation from departments and areas across the organization to develop a process for implementation of each initiative. More information will be shared on this process in the coming weeks as this work gets underway.

Full results were made available yesterday to managers and supervisors, with the request that individual department/area results be shared with all employees through upcoming team meetings. Below are some key results for the whole organization, with a comparison to results from the 2021 survey.  

By the numbers 

This year, more than 16,500 staff members and 2,000 faculty members shared their feedback through the Vital Voices surveys. Overall results can be grouped into four areas of focus:

  • Engagement – measures employees’ degree of pride in the organization, intent to stay, willingness to recommend, and overall workplace satisfaction.
  • Culture of safety – the product of individual and group values, attitudes, perceptions, competencies, and patterns of behavior that impact the commitment and ability to provide a safe environment for employees, physicians, and patients
  • Resilience – measures the ability to recover and remain engaged even in challenging work circumstances, providing an early warning system for burnout
  • Diversity index – items which measure employees’ view of the organization’s commitment to workforce diversity

Press Ganey, the third-party vendor used to administer the survey, determines these scores based on overall feedback provided in the survey.

Here is how Michigan Medicine scored in each area, with a comparison to the 2021 survey result:

Staff Engagement
 2022 Score (Out of 5)2021 Score (Out of 5)
Engagement3.944.08
Safety Culture3.813.89
Resilience3.974.02
Diversity Index3.984.0
Faculty Engagement
 2022 Score (Out of 5)2021 Score (Out of 5)
Engagement3.883.98
Safety Culture3.843.91
Resilience3.543.61
Diversity Index4.013.99

“Our results show that we can do more as an organization to support our employees by identifying systematic ways of reducing administrative burden, managing workload, and offering greater opportunities for employees to share feedback,” said Dee Hunt, M.S.A., chief human resources officer for Michigan Medicine. “We recognize that the last two years have been challenging but it is time for us to come together as an organization and work toward building a healthier, more inclusive environment for all employees.”

What is working well

For both faculty and staff, feeling a connection to the care they provide patients and finding meaning in their work are two areas in which both groups scored well.

Both groups also reported a strong relationship with their direct manager, as well as feeling safe in voicing safety concerns in their work. Staff also continue to report satisfaction with their benefits.

The below graphics provide a better look into some of the organization’s highest performing areas. The following items are compared to the Press Ganey National Academic Medical Center (Natl AMC AVG) database average used to benchmark survey progress:

Areas for improvement

Faculty and staff also identified similar areas of concerns including the ability to disconnect from work, burnout, workload and administrative burden, and communication.

“As an organization, we need to do more to invest in our faculty and staff and focus on improving communication and building a more engaged culture that supports health and wellbeing,” said Runge. “As a leadership team we recognize that we have work to do and will be prioritizing our focus on the two institutional initiatives stated above.”

Next steps

Earlier this week, leaders in each department and area received their individual login for the Press Ganey Portal to access scores and results for their individual areas.

“We encourage leaders in every area to schedule meetings with their teams to review results and have an open discussion about what can be done to address burnout and wellbeing,” said Hunt. “Individual improvement plans should be submitted by Oct. 31 so we can begin to implement action items aimed at improvement.”

More information and resources on the organization-wide initiatives will be shared with managers and supervisors in the coming weeks. Additional information will also be shared in Headlines so stay tuned for more engagement-related content. 

Visit the employee engagement website for more information and resources to support improvement planning.

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