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Translating Provider and Staff Engagement Results to Actionable Planning and Outcomes

Staff and provider engagement leads to better quality and experience of care and less turnover and burnout. In this program, we describe an approach to better understand underlying factors that lead to low staff and provider engagement and address such factors by creating actionable plans that drive...

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Autores principales: Cardarelli, Roberto, Slimack, Madeline, Gottschalk, Ginny, Ruszkowski, Michael, Sass, Jessica, Brown, Kristen, Kikendall, Rachel, Allard, John J, Burgess, Kelly, Luoma, Maggie, Gonsalves, Wanda
Formato: Online Artículo Texto
Lenguaje:English
Publicado: SAGE Publications 2019
Materias:
Acceso en línea:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7534115/
https://www.ncbi.nlm.nih.gov/pubmed/33062875
http://dx.doi.org/10.1177/2374373519862927
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author Cardarelli, Roberto
Slimack, Madeline
Gottschalk, Ginny
Ruszkowski, Michael
Sass, Jessica
Brown, Kristen
Kikendall, Rachel
Allard, John J
Burgess, Kelly
Luoma, Maggie
Gonsalves, Wanda
author_facet Cardarelli, Roberto
Slimack, Madeline
Gottschalk, Ginny
Ruszkowski, Michael
Sass, Jessica
Brown, Kristen
Kikendall, Rachel
Allard, John J
Burgess, Kelly
Luoma, Maggie
Gonsalves, Wanda
author_sort Cardarelli, Roberto
collection PubMed
description Staff and provider engagement leads to better quality and experience of care and less turnover and burnout. In this program, we describe an approach to better understand underlying factors that lead to low staff and provider engagement and address such factors by creating actionable plans that drive improved engagement measures. Focus groups were conducted with staff, advance practice providers, and faculty to better understand low scored areas in an annual third-party engagement survey. Focus group results were analyzed, and thematic action plans were then developed by a leadership team. These plans and the status of addressing the identified issues were published and disseminated back to all staff and providers using a “stoplight report.” The leadership team met every 2 to 4 weeks until all issues were addressed and communicated back to the department. The subsequent year’s engagement scores statistically increased across all engagement score domains for both staff and faculty. We conclude that using a qualitative approach to understanding low-scored engagement domains will allow a deeper and authentic understanding of the root factors that drive low engagement scores. This approach allows teams to develop responsive action plans, resulting in higher engagement scores, which will eventually lead to better service and care to patients.
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spelling pubmed-75341152020-10-14 Translating Provider and Staff Engagement Results to Actionable Planning and Outcomes Cardarelli, Roberto Slimack, Madeline Gottschalk, Ginny Ruszkowski, Michael Sass, Jessica Brown, Kristen Kikendall, Rachel Allard, John J Burgess, Kelly Luoma, Maggie Gonsalves, Wanda J Patient Exp Research Articles Staff and provider engagement leads to better quality and experience of care and less turnover and burnout. In this program, we describe an approach to better understand underlying factors that lead to low staff and provider engagement and address such factors by creating actionable plans that drive improved engagement measures. Focus groups were conducted with staff, advance practice providers, and faculty to better understand low scored areas in an annual third-party engagement survey. Focus group results were analyzed, and thematic action plans were then developed by a leadership team. These plans and the status of addressing the identified issues were published and disseminated back to all staff and providers using a “stoplight report.” The leadership team met every 2 to 4 weeks until all issues were addressed and communicated back to the department. The subsequent year’s engagement scores statistically increased across all engagement score domains for both staff and faculty. We conclude that using a qualitative approach to understanding low-scored engagement domains will allow a deeper and authentic understanding of the root factors that drive low engagement scores. This approach allows teams to develop responsive action plans, resulting in higher engagement scores, which will eventually lead to better service and care to patients. SAGE Publications 2019-07-12 2020-08 /pmc/articles/PMC7534115/ /pubmed/33062875 http://dx.doi.org/10.1177/2374373519862927 Text en © The Author(s) 2019 https://creativecommons.org/licenses/by-nc/4.0/ This article is distributed under the terms of the Creative Commons Attribution-NonCommercial 4.0 License (https://creativecommons.org/licenses/by-nc/4.0/) which permits non-commercial use, reproduction and distribution of the work without further permission provided the original work is attributed as specified on the SAGE and Open Access pages (https://us.sagepub.com/en-us/nam/open-access-at-sage).
spellingShingle Research Articles
Cardarelli, Roberto
Slimack, Madeline
Gottschalk, Ginny
Ruszkowski, Michael
Sass, Jessica
Brown, Kristen
Kikendall, Rachel
Allard, John J
Burgess, Kelly
Luoma, Maggie
Gonsalves, Wanda
Translating Provider and Staff Engagement Results to Actionable Planning and Outcomes
title Translating Provider and Staff Engagement Results to Actionable Planning and Outcomes
title_full Translating Provider and Staff Engagement Results to Actionable Planning and Outcomes
title_fullStr Translating Provider and Staff Engagement Results to Actionable Planning and Outcomes
title_full_unstemmed Translating Provider and Staff Engagement Results to Actionable Planning and Outcomes
title_short Translating Provider and Staff Engagement Results to Actionable Planning and Outcomes
title_sort translating provider and staff engagement results to actionable planning and outcomes
topic Research Articles
url https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7534115/
https://www.ncbi.nlm.nih.gov/pubmed/33062875
http://dx.doi.org/10.1177/2374373519862927
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