Name: Ehvan Parrott
Pronouns: She/Her
Title & Department: Total Rewards & HRIS Coordinator
On the WCH team for: 2 years
How do you feel your feedback can contribute to the betterment of WCH?
Our feedback can and did contribute to changes made to our department and internal teams. For example, when we submitted our last Employee Engagement Survey, our whole team had a feeling of burnout, wanted more team engagement and the need for a sense of where our contributions fit into the whole. Since then, our leaders have moved forward with more role clarity, implemented team meetings to coordinate changes more effectively, and have reviewed our processes to be more strategic with our time. This would not have happened if we had not provided feedback!
What has your department done to implement changes based on last year’s engagement survey responses?
Along with the above, since the last Employee Engagement Survey, we have done quarterly “Vision Days” with our larger People Team. This has given us more opportunities for interpersonal engagement through lunches, a staff BBQ, along with other planned activities in the future. This has helped us feel so much more like a cohesive team that understands and can rely on each other.
Why do you think it’s important for people at WCH to complete this year’s Employee Engagement and Demographic Survey?
It’s a good opportunity for your leadership to understand the intricacies of the department, team, and the impact of the micro-level work on individuals. This gives everyone an opportunity to share in a safe and anonymous environment. The more feedback that’s provided, the more ideas/opportunities it gives leadership to target important changes.
What do you think has most impacted the culture at Women’s over the last 18 months?
One of the core values of Women’s College Hospital is to break down demographic/systemic barriers for patients. I’ve noticed in the last year or so, that this standard has been extended and applied to our staff, physicians, and volunteers as well. Notable examples include the expansion of our Office of Equity that has a very comprehensive roadmap on targeting systemic issues, and ensuring staff are meaningfully educated on best practices for creating a safe environment for everyone.
Departmentally, our team has pivoted to focus on improving our day-to-day work by finding tools through technology and breaking down silos to make communication more efficient and automated. These changes have created a culture within our team in which we look forward to working on these projects and the results they continue to have. I can’t wait to share our feedback on the upcoming survey this fall!
Learn more about how your Feedback Drives Change at our Web Hub!