Category: Federal Forum Posters
Purpose: Organizational satisfaction and employee engagement is a high priority for Veterans Affairs (VA) to help build a collaborative, inclusive and results-oriented culture. The VA utilizes an “All Employee Survey” (AES) as a tool to assess employee satisfaction and make positive changes in the facility and work group. Each year work groups are encouraged to create an action plan for areas identified in the AES which need improvement. Burnout and depersonalization are two areas in the AES that indicate employee withdrawal. The purpose of this intervention was to improve AES results in burnout and depersonalization by implementing quarterly pharmacy training days.
Methods: Pharmacy supervisors implemented quarterly a “Pharmacy Training Day” to address concerns with burn out and depersonalization from the 2016 AES. The training sessions were split into two blocks which were each three hours in length. Each training session included three to four speakers from different disciplines along with a team building activity. Activities and topics were chosen based on employee suggestions. Training topics included meditation, customer service, choice, food as medicine, battlefield acupuncture, self-care, health at every size, accountability, promotion opportunities, ethics, duress and code procedures, recovery care, active listening, and a lab tour. In addition, supervisors organized lunch (chili and cookie cook-off) and treats for the staff (ice cream sundaes, espresso bar, smoothies) as well as massages as part of the training day. Pharmacy staff was split into two groups to ensure adequate coverage of essential functions in pharmacy, and Clinical Pharmacy Specialists cancelled clinic during training time. Team building activities included walking and history tour of campus, building a snowman and Easter egg hunt. Pharmacy staff was encouraged to complete an evaluation form at the end of each session.
Results: The first pharmacy training day started in June 2017 with a total of four training days completed to date. Training day evaluations overwhelming felt the pharmacy training days were worthwhile. Ninety-nine percent of employees agreed/strongly agreed the training was a positive learning experience and the content of the training was appropriate. Ninety-six percent of the pharmacy staff agreed/strongly agreed the training met their expectation. Each year the employees are encouraged to take the AES which asks a variety of questions about the workplace and workplace climate on a scale of zero to five. After two pharmacy training days, depersonalization decreased from fiscal year (FY) 2016 to FY2017, 3.29 to 2.32 respectively on the AES. In addition, burnout decreased from 2.57 in FY 2016 to 2.12 in FY2017. A lower number is more favorable in both of these areas. Workgroup satisfaction and organization satisfaction remained the same between FY 2016 to FY2017. Employee feedback is positive, including “great line up – I really learned a lot from this training”, “loved the activity getting outside”, and “I really enjoy training day and look forward to them. Gives us a good break from our everyday routine. Thank you for doing these.”
Conclusion: Pharmacy training days decreased burnout and depersonalization in the pharmacy workgroup within five months after receiving the 2016 AES results. Utilizing quarterly pharmacy training day is a novel approach to effectively addressing concerns identified in the AES while providing a break from the everyday pharmacy routine. In the future, pharmacy supervisors will obtain continuing education for the training sessions as well as include topics that address other items in the All Employee Survey.
Kelly Moran– Chief, Pharmacy Service, Sheridan VAHCS, Sheridan, WY