Transforming the public health work environment through employee engagement

Background: Public Health Services (PHS)has over 500 employees located across twelve branches. In 2007, PHS introduced the concept of Strengths Based Management to transform the organization from siloed branches to an integrated organization. SBM is based on research that demonstrated an individual's innate strengths can be categorized into 34 types, that employee engagement can be determined by twelve basic questions and that employees who have the opportunity to work to their strengths are more engaged, happier and thus more productive employees. Implementation: These concepts were implemented at multiple levels. 98% of employees took an online test to identify their strengths. Each Branch created a Strengths Committee to implement activities. PHS has a monthly open meeting to share ideas and successes. Supervisors consider employee strengths in how tasks are distributed and performed, employees are given opportunities to succeed. Project teams are formed around strengths needed for the tasks which has created more diversity in teams and offered growth opportunities for less experienced staff. Measurement: PHS conducted annual employee satisfaction surveys designed to measure employee engagement. 90% of employees typically respond. Average engagement measures have risen 6%. The most significant change has been the increases in employees' perception of the importance of their work. Conclusions: The adoption of Strengths Based Management has led to a more engaged and satisfied workforce even in the face of the unprecedented economic pressures of the last few years. There has been a marked increase in trust, engagement and an interconnectedness across the organization.