Case study: Shaping the next phase of engagement strategies with continuous listening and segmented reporting at OU Health 

About OU Health

OU Health is Oklahoma’s only comprehensive academic health system, serving as the state’s leading destination for education, research, and advanced medical care. With more than 12,000 team members and 1,300 physicians and advanced practice providers, OU Health’s is responsible not just for delivering care, but for shaping the experience of both patients and their people. 

Challenge 

OU Health began its engagement work during a period of substantial transformation. Leadership changes, organizational restructuring, and shifting strategic priorities introduced both opportunities and complexities. 

At the same time, trust across the workforce varied, participation in engagement initiatives was uneven, and there wasn’t a consistent way to listen (and respond) to feedback. While leaders were expected to follow through based on what they heard, they didn’t have the tools, direction, or confidence to implement insights effectively. 

Without a structured approach to listening and acting, it became clear that improving culture, retaining staff, and providing coordinated, high-quality care would be limited. 

Strategy 

OU Health decided to reposition listening as a core leadership responsibility—one directly tied to culture, performance, and outcomes. 

1. Enterprise-level commitments 

Listening became a core culture standard. The team established clear expectations across the system: 

• Confidentiality as a nonnegotiable  

• Transparency in sharing results  

• A commitment to convert insights into visible action and investment  

2. Leadership enablement 

Leadership ownership became the differentiator. OU Health equipped leaders to drive the work: 

• Early executive alignment and clear communication  

• Practical tools, guides, and structured action planning support  

• Targeted development to build confidence in leading engagement efforts  

• Reinforcement through executive visibility, town halls, and rounding  

3. Empowering employees as co-owners of engagement 

Workforce survey feedback helped shape the organization. Leadership reframed engagement as a shared responsibility: 

• Participation positioned as leadership at every level  

• Stronger connection between individual voice and organizational purpose  

• Increased accountability for both leaders and teams  

4. Continuous listening lifecycle 

Listening became embedded in day-to-day operations. OU Health built a system that collected feedback at each phase of a team member’s journey with the organization: 

• Surveys aligned to strategic priorities and key phases of the employee experience  

• Action planning embedded at system, division, and unit levels  

• Lifecycle insights spanning onboarding through exit  

• Integration with safety, nursing, and physician experience  

Results 

In one year, OU Health saw measurable progress: 

• A meaningful increase in overall engagement  

• Improvement across key drivers, including teamwork, communication, and mission alignment  

• 125+ results-sharing sessions across the organization  

• 425+ action plans implemented at all levels  

More importantly, the team saw a shift in mindset—from collecting feedback to acting on it, from isolated efforts to enterprise alignment, and from expectation to accountability.  

At OU Health, listening is a leadership expectation that drives success. When leaders listen with intention and act with discipline, it strengthens trust, improves performance, and creates an environment where people can do their best work. That commitment is how OU Health aims to advance its mission, sustain its culture, and deliver the level of care their patients deserve.