Showing posts with label Employee Engagement. Show all posts
Showing posts with label Employee Engagement. Show all posts

Friday, May 13, 2016

Employee Breaks and Your Business

Breaks are important to your employees, but those breaks have an effect on your business.


Alice has been helping customers for nearly four hours straight. She gets into an argument with a customer. That argument escalates quickly and a supervisor then gets involved. Things are deescalated, the customer leaves angry, and Alice gets a tongue lashing from her supervisor.

The situation described above has been played out many times in many businesses. Ask yourself this question:

Who's at fault for the above situation?

Everyone will have his or her answer based on their own personal experiences and practices. My answer is simple; it is the supervisor's fault. People are human and they need to be recognized as such. Alice should have not been helping customers for nearly four hours without a break. Despise all of the training provided, it was the fault of the supervisor for not treating Alice as a human that lead to this situation.

Let's take a moment and see how employee breaks effect the business and the employees:

Effects of Breaks on Business
Employees are only productive when they are working. When employees are productive, business is able to get done. When an employee is on break, they are not being productive, but they are still getting paid (outside of a unpaid lunch break).

Effects of Breaks on Employees
When an employee goes on break, they are able to "wind down" and decompress. They take a few minutes to relax and socialize, read, get some refreshment, or step away. This helps employees feel rejuvenated and refreshed. Breaks are just as much mental as they are physical.

State laws vary with this issue. For example, one State says that an employer must give its employee a 10 minute break every four hours and a 30 minute lunch break if working more than six hours. Typical employment law does not take into account the various industries, the type of work being done, and the mental/physical stress on employees.

Perplexing Facts
  • Businesses want employees to be highly productive for the maximum time possible.
  • Most employees want to be highly productive and do quality work. If a business has employees that don't meet this criteria, then they should find ones who do.
  • Employees are humans and humans need time to re-energize, refocus, regroup, and refresh.
  • Employees who are given shorter periods of time to work between breaks are typically more productive, effective, energized, and focused. They tend to be highly productive.
  • Giving employees the opportunity to be highly productive and appreciating them as humans, will improve morale and decrease turnover. This saves the business money.
In order for businesses to achieve a high level of productivity from its employees and for employees to produce at a high level with high quality work, here is my recommendation:
  • Employees get a 10 minute break every 2 hours
  • Employees who work 8 hours should get a 30 minute unpaid lunch break every four hours
  • Employees who work six hours get one 10 minute break after two hours worked and another 20 minute food break after their next two hours
You should always check with local state laws before creating a break policy. In addition, some flexibility should be considered based on industry and type of work.

If a business treats their employees well, then it is more likely that those employees will treat the customers well!



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Wednesday, November 4, 2015

Employee Engagement Determines the Quality of Patient Care

Improving patient care has always been a healthcare priority, but outcomes are now tied directly to the bottom line.

More and more CMS is taking into account quality care and patient satisfaction measures to determine how much they will reimburse providers.
Interactions between healthcare employees and patients can often determine the patient satisfaction measures that influence this reimbursement. In addition, it’s these interactions that can convert a single visit into a loyal customer relationship or ensure a one-time customer.  If the patient/employee relationship is going to determine a large portion of the financial viability for healthcare organizations, it makes good fiscal sense to find ways of improving the quality of patient care through employee and patient interactions.  Employee engagement may be the single best way to make these improvements.
An HR Solutions case study using nearly 29,000 healthcare employee opinion surveys revealed compelling evidence that employee engagement has a direct tie to patient satisfaction. In the survey, it was determined that:
       85 percent of engaged employees displayed a genuinely caring attitude toward patients, compared to only 38 percent of disengaged employees.
       91 percent of engaged employees recognize their workplace as dedicated to patient care, compared to only 42 percent of disengaged employees.
It’s readily accepted that happy, connected, and supported employees offer diligent patient care. Unfortunately, according to a global workforce study, less than 44 percent of those who work in US healthcare facilities are considered highly engaged.
According to this study, one of the markers of high employee engagement is that employees have clear, measurable goals that allow them to understand how their performance drives success for the organization. However, employees also need clear feedback and guidance to reach those goals. Management can help accomplish these objectives by connecting individual employee goals with organization-wide initiatives, and implementing a recognition program for those that meet and exceed their targets.
Another key element in employee engagement, according to a study by Northwestern University, is communication. When employees feel their suggestions have no value to leadership, they stop offering them and disengage from the organization. This leads to faster turnover and lower work quality. In order to increase employee engagement, management must focus on building up employees through positive feedback and coaching. Employees should be able to assess this feedback, along with their own performance goals, so that they are engaged in the improvement process.
You may not immediately see the results of these engagement activities, but you need to remember the ultimate goal: Improved patient care. Building engagement takes time; it is not a seasonal activity for leadership, management, or HR to tackle and then forget about. Instead, it should be a slow and steady build that draws in more and more employees, and you must implement processes that will maintain your newly engaged culture.

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