Move KPIs into 21st Century
June 17, 2019
A Case study on tracking team wellbeing (Part 2)
Our team wellness case study continues as we explore the impact of having wellbeing as a team focus area and KPI. I like to call this the “proof is in the pudding” post!
After starting this program, we evaluated data from the 3 and 6 month points. We also learned a few interesting things along the way.
This project required both proper introduction of the importance of team wellbeing and tracking of team wellness activities. Determining the impact of this focus was done by looking at how other specific KPIs were impacted. The five areas we chose to monitor were:
- Gross revenue
- Average client transaction (ACT)
- Client satisfaction ratings
- Sick days taken
- Employee engagement scores
Gross Revenue: Over the 6 month time frame, our gross revenue grew at expected rates and had some declines due to other factors. While revenue is a valuable metric to track, it does not appear to be the best metric for tracking team wellness. This is because there are many other factors that impact revenue. In our case, we had veterinarian changes in both number of positions and number of DVM hours worked. This had a much more significant impact on our revenue.
Average Client Transactions (ACT): When comparing ACT, we used DVM-generated ACT for this metric. It had the opportunity for the most client interaction time versus the client visits for food and products. We used a 3 year comparison to see if we were having a normal trend of change or if there were more significant changes. From 2017 to 2018 we saw a decrease of 1% in our ACT. From 2018 to 2019 (time period of our case study) we experienced a 7% growth. This metric appears to be a better way to explain revenue growth more accurately than the gross revenue numbers themselves.
Client satisfaction ratings (Net promoter score): In September 2018, we had 90% of client responses as promoters, 5% neutral and 5% as detractors. When looking at the same data in December 2018, we had 100% promoters with no neutral or detractors. Lastly, our March 2019 data showed 95% promoters, 5% neutral and 0% detractors. While already achieving a high level of client satisfaction before this case study, it was rewarding to see our team provide a level of service that shifted client responses to promoters or neutral.
Sick days taken: While the percent of time our team was out of the office stayed the same, there was a change in the reason for the days off. We saw a shift of time off moving towards vacations instead of sick days. This change allowed us to plan for team outages versus having to deal with them last minute.
Employee Engagement Scores: These were determined by online surveys as well as one-on-one meetings. The baseline scores reflected a team that was only moderately engaged with low job satisfaction. When repeated at 3 months, the scores were about the same. I attribute this to the change in staffing that was occurring at the time.
A huge turn around occurred at the 6 month mark when the team scored their job satisfaction as 8, 9 or 10 out of 10. It is important to note that staffing was still below optimal levels and that there have been significant changes in our practice, even more than before. This shows evidence that challenges, like low staffing and change, has not impacted job satisfaction as significantly as it had in the past.
A learning curve:
As with any new program, a learning curve is expected and should be welcomed. An approach to team wellbeing will look different for every team. Expect to make this program your own in what activities you use and what data you track. This case study is simply an outline to get you started.
Unexpected changes and case study summary:
I was thrilled to see our team both embrace this program and have some clinic growth over such a short period of time. I expect that our hospital will continue to grow and improve now that we have team wellbeing as a focus.
What I didn’t expect was that this program set off a cultural shift in our hospital. A foundational change was embraced by the entire team because it brought about a strong unity of positive focus and energy. When shifts like this occur, the result leads to practice growth and team satisfaction.
Jamie Davis, CVPM
Practice Manager and CATALYST VetPC Team Member