We began by polling employees and interviewing managers about their communications styles, knowledge and use of tools.
Results from those efforts were clear: Employees were receiving information that wasn’t relevant to their work, didn’t connect with the system’s mission and came from a variety of sources. Managers, meanwhile, varied markedly in their comfort and ability to communicate.
To address this, we built a plan to flip the organization’s top-down communications into a two-way relationship between employer and employees.
Measured by surveys, the strategy yielded dramatic results. One year later, 77 percent of employees responded they received the appropriate amount of information from the system, versus 54 percent the previous year. Another 58 percent said they received information pertinent to their day-to-day work, versus 45 percent the previous year. Finally, half of the respondents said they felt engaged, up from one-third of employees before we began our work.
A strong regional health system learned it needed to improve its internal communications to boost employee engagement. We built a strategic plan with actionable steps that resulted in more streamlined internal communications, better content and more engaged employees.