The Relationship Between Employee Engagement and Human ...

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Figure 7: Comparison of Hospital C departments with lowest and highest engagement scores on keyHR metrics4 lowest engagement departments 4 highest engagementdepartmentsMETRICSManagement Span ofControlVoluntary SeparationRate (%)Full-time resignationrate (%)Learning &Development Hoursper FTEFull-Time Sick Days perEmployee (Headcount)Department 2Department 7Department 11Department 13Low engagement means28.00 42.67 48.75 141.00 65.10 6.90 14.14 58.50 36.25 28.957.14 3.91 5.13 4.26 5.11 8.28 2.02 2.56 4.14 4.256.59 4.05 0 0 5.32 7.38 0 3.28 5.81 5.644.47 3.85 3.58 7.12 4.76 4.09 1.75 0.62 5.13 2.908.16 15.34 14.19 12.59 12.57 4.77 6.97 11.25 12.27 8.81Part-Time Sick Days 0.92 2.60 4.31 3.15 2.75 1.65 7.16 1.29 4.78 3.72per Employee(Headcount)Overtime Hours per 12.34 71.34 0.00 1.99 21.42 11.17 0.00 37.01 36.67 21.21FTEENGAGEMENT SCORES 18.86 19.9 19.55 19.05 19.34 23.35 23.37 22.07 22.36 22.79(out of 29)*Percent High30.8 30 30.6 30.8 30.5 64.6 61 54.2 53.7 58.4Engagement (%)Total EES Response 66 52 88 43 62 101 63 62 73 75NumbersTotal Headcount 140 128 195 141 151 145 99 117 145 127EES Response Rate (%) 47.1 40.6 45.1 30.5 40.9 69.7 63.6 53.0 50.3 59.2Department 5Department 9Department 14Department 15High engagement means*An explanation of the 29-point engagement score is provided on page 7.Engagement - Human Capital Performance Report16
There are several important observations we can make about the Hospital C departments included inthe lowest and highest engagement groupings (see Figure 7):• The four lowest engagement departments are clinical units providing direct patient care. Thiscontrasts with the four high-engagement departments, three of which provide internal supportservices.• Response rates in the low-engagement group are considerably lower than in the highengagementgroup (41% vs. 59%).• Average head count is slightly higher among low-engagement departments.• The differences in engagement scores between the low and high engagement groups are clearlyreflected in the percentage of EES participants in each group that can be classified as “highengagement”,using the three-category engagement typology. In fact, the high-engagementdepartments have almost double the proportion of highly engaged employees (58% vs. 31%).Looking specifically at HR metrics, these high and low engagement department groupings are furtherdistinguished in the following ways:• The management span of control in the low-engagement group is more than double that in thehigh-engagement group (65 direct reports vs. 29).• Because we have maximized the differences between the low and high engagement comparisongroups, we can clearly see that high-engagement departments have lower voluntary separationand full-time employee absenteeism. This is an important finding, given the impact turnover andabsenteeism has on costs and performance.• Learning and development hours per full-time equivalent (FTE) are slightly higher in the lowengagementgroup (4.7 vs. 2.9). This suggests that learning and development opportunities haveno direct positive association with employee engagement. This may reflect the occupationalcomposition of some of the low-engagement departments (e.g., nurses whose professionrequires them to take regular training may nonetheless be disengaged).• Sick days among part-time employees are slightly higher in the high-engagement group (3.7 vs.2.7). There is no obvious explanation for this, other than the possibility that high-engagementdepartments more accurately track part-time employees’ absences.• Overtime does not vary across these two groups. One reason for this is the wide variation withinthe departments’ overtime use, reflecting the unique functions performed by differentdepartments (e.g., food services can plan its work load in advance, resulting in zero use ofovertime, while emergency relies on overtime to meet the unpredictable demands on itsservices).Hospitals considering conducting similar research should contact their employee engagementsurvey vendor to see if this type of analysis is possible. For tips on making linkages betweenemployee engagement and key organizational metrics, please refer to Appendix 3.Engagement - Human Capital Performance Report17
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