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by Sue Knight, Ph.D., Managing Consultant, Employee and Physician Engagement
The President and CEO of a large, integrated healthcare system was responding to the good news on his system's 2012 employee survey results. Employee engagement had...
by Sue Knight, Ph.D., SVP, Client Solutions
The senior leadership team of a southeastern U.S. hospital recently talked with me about how they had made significant improvements in employee engagement for many of their work units. Tony*, the chief...
by Sue Knight, Ph.D., SVP, Client Solutions
Last month, I had the pleasure of co-presenting Morehead's "Habits of Highly Committed Workplaces" webinar. While preparing for this presentation, we looked at a number of client organizations to use as...
by Sue Knight, Ph.D., SVP, Client Solutions
The CEO of a large organization with hundreds of small healthcare offices was reflecting on his 2011 employee survey results. Employee engagement had improved from the previous year at Health Services*,...
by Sue Knight, Ph.D., SVP, Client Solutions
The Chief of Mission lamented the decline in her faith-based healthcare organization's employee engagement scores as we planned for their 2011 survey. "Culture trumps strategy," Mary* explained. I...
by Sue Knight, Ph.D., SVP, Client Solutions
The CEO's first reaction to the 2010 employee engagement survey results for his large urban hospital was, "We're a tier-three organization." The term tier-three is used by Morehead to categorize work...
"The survey keeps us honest," said Diane Delaney*, VP for Employee Relations, Labor Relations and Recruitment for Sharp HealthCare. She was telling me about The Sharp Experience, the cultural initiative...
"Don't jump to conclusions," said the Chief Human Resources Officer, a Morehead client. She wanted this message emphasized at every stage of her integrated healthcare system's employee survey...
