the employee experience within our endoscopy unit, as well as give you helpful information on how to manage disruptive staff numbers. Now, we know that the employee experience is linked to patient experience, and so it's crucial for endoscopy units to not only measure employee experience, but to have tools in place to enhance and advance it. My talk today will really outline a process and a systematic framework for how to think about improving the employee experience within your endoscopy units. There are several objectives for my presentation today. I will do this in two parts, the first one focusing on employee experience, and the second part on managing disruptive staff numbers. First, I will discuss what constitutes positive employee experience and why it matters. Building upon this, I'll discuss tools and how we can improve the employee experience, and then how can we measure employee experience within the endoscopy unit. In the second part, I will discuss what constitutes disruptive behavior and its impact, and finally, what are strategies we can use to address it. I always like to start with definitions, as I think this helps to frame and focus our conversation. There are a number of definitions available for employee experience. A definition I like is that it represents a set of perceptions that employees have about their experiences at work in response to their interactions with the organization. Key to this definition are the employee's perception in terms of their experiences and interactions. Before jumping into what drives the employee experience, it is important to understand the entire life cycle of an employee within an organization. By understanding this life cycle, we can better understand where we can improve. First, the employee experience starts with the recruitment process and onboarding. Progressing onward, one of the crucial components is engagement, which will then drive the performance and career growth of the employee. The employee experience concludes with the exit experience. For the purposes of today's talk, I'm going to focus mostly on the engagement piece of this continuum. Now, employee experience has its beginnings in the direction and support of leaders and managers who drive work pace practices that create the employee experience. This can drive and then have a number of outcomes. Within the employee experience, there are five key drivers that have been identified. Belonging, purpose, achievement, happiness, and vigor. I'm going to look at each of these factors a little bit more closely. The five elements that go into a positive employee experience are, one, belonging, which is feeling part of a team or the organization. Second, having a sense of purpose, understanding why one's work matters within the organization. Thirdly, achievement. Our employees want a sense of accomplishment in the work that is done. Fourth, employees want happiness, a pleasant feeling that arises in and around their work environment. And then finally, vigor, which is a presence of energy, enthusiasm, or excitement when they're at work. Another way of looking at drivers of employee experience also include, one, is the work meaningful? Is there supportive management? Is there a positive work environment? Is there growth opportunity for them? And lastly, is there trust in the organization's leadership? I've defined employee experience and identified some of the key drivers of it, but one question that remains is why does this matter and why is it important? First, we see that higher employee experience scores are associated with less employee turnover and absenteeism. Second, healthcare employees with more positive experiences at work are much more likely to report significantly higher levels of discretionary effort and go above and beyond in their job. And finally, there are a number of additional benefits that are realized. These include improved patient satisfaction, enhanced clinical outcomes, enhanced service efficiency, reducing patient revisits to both the emergency room, hospital, and urgent care, and individuals are more likely to recommend an organization to others in those institutions that have higher employee engagement and employee experience scores. This graph here does a very nice job of summarizing all the benefits of an employee experience. Overall, we see that there's better retention, higher productivity, better safety, and over higher revenue for the organization. We also know that employee experience is directly linked to patient experience. In particular, we see that with every one point increase in employee satisfaction, this translates to a 0.5 improvement in patient satisfaction. Again, we see that there is a direct link between employee experience and the patient experience. Employee experience has a number of benefits, so the next question is how do we improve the employee experience? Well, the first step in improving anything is we have to begin to measure it. Now, there are many ways in which we can measure employee experience. There are several validated tools that I've listed here on the screen. What's important is that your organization has to, one, make a commitment to measuring the employee experience, select a validated tool to use, and then, three, consistently and frequently measure the employee experience. As I mentioned earlier, if you want to improve something, you need to measure it. In order to do so, you must conduct an employee engagement survey. As I had said before, there are many examples of this, and I have one highlighted here on the right-hand side of the screen. What's also critically important is once you institute employee experience surveys, you want to make sure that each manager gets his or her own score report for their operational area. It's critical to look at these scores and the surveys and ask, what is the engagement score for his or her team, and how does this score compare with the average score throughout the entire company? Next, it's essential that managers share their results with their own teams. It's important to be transparent with this data and to let your staff know that you and the leadership team take this seriously and also want their feedback and their thoughts on how to begin to improve it. What are the specific drivers for employee experience within endoscopy units? Much of the literature on employee experience in healthcare has examined promoting high-level leadership practices, having a strong relationship with and support from managerial staff, having organizational commitment, work content that is valued by the employee, as well as enhancing and improving the workplace environment. Unfortunately, there is very little research on employee experience in endoscopy units, but we can look to these other best practices within healthcare to help guide us in this effort. I want to spend a little more time on the leadership and managerial factors that I just discussed. Now, most of us who are here today are leaders within our organization, and it's important to note that leaders set the tone for an organization, which ultimately impacts the employee experience. Now, in line with this, a recent survey showed that 54 percent of respondents said that they did not feel they got regular respect from their leaders. This highlights that there is tremendous room for improvement across our organizations in this area. Now, for those who feel that they were respected by their leaders, we see a number of benefits. We see that close to 90 percent report greater enjoyment and satisfaction with their jobs. Over 90 percent report greater focus and prioritization of their work, and over half are much more engaged. We see that employees, when they say or feel that they're respected by their leaders or their leadership team, they report greater satisfaction with their jobs, more focus, and they're much more engaged overall. Now, what are ways in which we can improve staff morale and their overall employee experience? First, communication is key. Time and time again, we see in surveys that employees feel that they are not communicated to you in a sufficient manner. It's important that we must be aware that there are multiple ways in which we can provide information to our staff, and we should do this. It's crucial to give feedback and development plans to our staff so they can grow in advance within the organization. Frequent, consistent staff meetings not only share information, but to hear back from staff in terms of their experience and what is going on in the workplace. Some organizations have a dedicated employee engagement team to work on these issues, and finally, it's critical to recognize and celebrate the work of our employees. I want to spend a little bit of time talking about how do we celebrate and recognize our employees. Now, many of you may be saying, does this have to translate into financial or monetary incentives? The answer is no. Recognition can be as simple as saying thank you. The graph here highlights the positive impact on employee retention based on the frequency of a supervisor saying thank you to their employees. For example, for those supervisors who said thank you on either a daily or frequent basis, nearly one-third to one-half of their employees were not likely to leave the company. However, on the other end, if a supervisor never said thank you, you saw that close to 81% of employees were likely to leave the company. Our take-home message on this is simple. Simple things such as saying thank you or even hello are easy and are incredibly impactful to our employees. Now, I'm going to transition to talk about how to handle the disruptive employee. This is a critical aspect of employee experience as we know that disruptive behavior can impact the work environment and employee experience. Again, it's important to have a definition or some common terminology when talking about disruptive behavior. So what is the definition of disruptive behavior? If I were to ask you this question, most would probably say I know it when I see it. But there are some standard definitions we can use that really help us to articulate what is the definition of it and how can we begin to improve it. I like the definition that I have highlighted here. And this defines disruptive behavior as a healthcare provider or staff's interaction with other healthcare personnel, patients, or family that interferes with patient care or adversely affects the healthcare team's ability to work effectively. And it's really those two key components, interferes or adversely affects, which really defines disruptive behavior in the workplace. How often do we see disruptive behavior? Disruptive behavior is seen across all healthcare disciplines. It's more commonly reported in high stress environments within the healthcare industry. Specifically, it's seen more frequently in the emergency room, surgery, and OB-GYN. Also, we see that physicians and individuals in positions of power are more likely to exhibit or be responsible for disruptive behavior in the work environment. Also, many individuals have experienced disruptive behavior within the last year in their healthcare work environment. For example, nearly a third of healthcare professionals report that they experience disruptive behavior either weekly or on a monthly basis. And finally, the most negative impact of disruptive behavior in the workplace is actually from a member of one's own discipline or one's own team. Now, disruptive behavior affects multiple areas. This includes the patient, staff, and the organization. For patients, disruptive behavior can impact their experience. It can lead to medical errors, delayed treatment, and in rare cases, even death. For staff, disruptive behavior impacts job satisfaction as well as staff retention. And finally, disruptive behavior itself can ultimately impact the organization with losing market share and then potentially even revenue or profit loss. Overall, disruptive behavior impacts multiple layers of the healthcare system and can be incredibly costly on many fronts. Now, let's shift to talk about how do we begin to address disruptive behavior in the workplace when it occurs. It's essential that you use a systematic framework to begin to address this issue. Here, I have an outline of what I have found to be incredibly effective in terms of addressing disruptive behavior with staff members. First, you want to identify the problem. And in doing so, you need to have consistent, clear performance standards within your organization and then really outline to the employee how their behavior deviates from that. Also, you need to have a zero-tolerance policy. You need to address disruptive behavior for all staff members within the organization. Next, you need to analyze the behavior. I always ask myself these questions. Is the employee aware of their behavior? Are there obstacles beyond the employee's control? Importantly, you need to also really analyze and ask yourself, what's the impact of their behavior not only on the organization, but on patients and other employees and relay this to the employee member as well. Third, you need to discuss the behavior with the employee. And then finally, you need to have follow-up and ongoing continual feedback with the employee. And if they're improving, recognize their improvement. Finally, I want to spend a little bit of time and dive into how do we discuss disruptive behavior with staff members. In every instance of discussing disruptive behavior with staff members, it's important to follow a performance improvement plan, regardless if it's a small or a large issue as it relates to disruptive behavior. There are seven key areas that should be covered in a performance improvement plan. First, you want to identify the deficiency statement. This is a rundown of where the employee's performance has not been up to standards or company policy. Next, you need to have an overall action plan. This section defines what skills or behaviors need improvement, as well as specific duties where improvement is necessary. Next, you want to set specific goals. Most performance improvement plans should have both short and long-term performance targets. And they should be small in number, either one or two for both short and long-term targets. Next, you want to have a time frame. When do you expect to see improvement in each of these specified areas and within specific goals? Next, you want to have specific measurements. What's going to be an acceptable standard of improvement? Also, you want to be sure that you outline consequences within the performance improvement plan. What if the employee's performance or disruptive behavior doesn't improve within the time limits? What will happen next? What are the next steps or the next consequences? And then finally, and what's essential to performance improvement plans is you want to have feedback sessions. You must schedule periodic update sessions to review the performance improvement plan, to allow the employee to review it, to come back and ask questions, but also to really monitor their performance and to continually provide them ongoing feedback. Lastly, there are some key elements that you need to have in place for your system when addressing disruptive behavior. It needs to follow three key themes. It must be one objective, so you must base all of your evaluations on data, such as evidence of compliance with performance standards within the organization. Second, it has to be fair. The evaluation process should be open and unbiased and it should be applied to everyone equally within the organization. And then finally, it needs to be responsive. When problems or disruptive behavior are identified, they need to be treated promptly. You shouldn't wait days or weeks afterwards to address it. It should be addressed in real time. In summary, the employee is the fundamental element of a healthcare organization. Positive employee experience is crucial to ensure optimal clinical outcomes, enhancing patient satisfaction scores, and preventing financial losses for an organization. We see that leadership and managerial support sets the stage for employee experience, while workplace practices make the experience. We also note that industry units should include measures of employee experience in their quality improvement processes. We also discussed disruptive behavior interferes with or adversely affects patient care and or a team's ability to work effectively together. Disruptive behavior is frequently encountered, noted in all disciplines, and across all healthcare team members. Disruptive behavior negatively impacts patients, staff, and the overall organization. We also went over ways in which we can address disruptive behavior as well as a framework for to begin the discussion with employees. Lastly, an ideal system for addressing disruptive behavior should be fair, objective, and responsive. Thank you all again for your participation and engagement in today's course.

employee experience

disruptive behavior

patient experience

measuring employee experience

managing staff members