On Employee Engagement and Distractions

I have noticed an emerging theme in Press Ganey Employee Partnership survey results. The Opportunity Index (a list of questions that will have the greatest positive impact on overall employee partnership) more frequently includes the question, “Members of my work group (department) are seldom distracted from their work.”

The first response this item elicits from many leaders is, “Health care is full of distractions, so why is this relevant?”

Yes, health care is full of distractions, and many of them are in fact, a part of the job. The health worker’s environment is one of constantly shifting priorities, and, for the most part, this is expected and dealt with. However, there are distractions that go beyond job requirements.

The Employee Partnership survey engagement questions are based on research by William A. Kahn at Boston University. Kahn defines engagement as “emotional/psychological state where a person demonstrates ideal organization behaviors.” He cites three psychological conditions of engagement: work with meaning and purpose; a safe, social climate; and availability. Distractions fall under the availability condition. Being physically, emotionally and cognitively available is necessary for an employee to give himself or herself to tasks.

So why is the “distraction question” relevant?  It’s because there are many things that distract employees from devoting themselves to their tasks that can be removed. A classic example is equipment that employees need but can’t use, either because it is missing or not functioning. Think of the nurse hunting for a blood pressure cuff to complete an exam or a wheelchair so a patient can be discharged. It could be too few computers or a slow network. Or supply rooms that are either inadequately stocked or under lock and key. All are distractions.

Relationships that are contentious can also distract from engagement in one’s work. Ever been on the receiving end of a physician’s unhappiness? How available does that leave you to engage in your next task?

Many employees comment on the use of social media (especially texting) during the work day and how it can distract some employees.

An employee can be physically unavailable to engage. Too many double shifts, not enough time off to recharge, underlying medical issues or an ergonomically deficient work space can distract an employee from fully engaging.

Let’s not forget emotional distractions outside of the workplace. Raising teens, caring for elderly parents, relationship issues and financial concerns are examples of emotional distractions. Employee assistance programs are invaluable in helping to minimize these issues.

And, finally, cognitive availability can be a distraction and inhibit engagement. Nurses often express concern when they are transferred to a unit with the type of patients with whom they have no experience.

Addressing distractions not only works to create an environment of engagement; it shows employees that leaders care and are willing to set employees up for success in their work. An employee survey will identify potential distractions. Rounding on staff members (an activity that a lot of leaders already participate in) is another method that can help identify potential distractions. Leaders will ask employees about barriers to doing the very best job they can. A good number of the mentioned barriers are the cause of high frustration and distraction. Many may also be the proverbial “low-hanging fruit” that can be eliminated/minimized to create a culture that promotes employee engagement.

All of these solutions can be employed when you have the survey results and take time to analyze them and act on them.