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Supporting Public Health Employee Engagement and Retention: One U.S. National Center's Analysis and Approach
C Kay Smith1, Crystal Spears-Jones1, Carolyn Acker2
1Centers for Disease Control and Prevention.
Employee engagement at the National Center for HIV/AIDS, Viral Hepatitis, STD, and TB Prevention (NCHHSTP) shows positive perceptions of supervisors and job satisfaction. Addressing career development support can further enhance employee engagement and retention.
Area of Science:
- Public Health
- Occupational Health
- Organizational Psychology
Background:
- Employee engagement, characterized by positive views of supervisors, workplace, and job, is crucial for enhancing productivity and retention.
- The Centers for Disease Control and Prevention's (CDC) National Center for HIV/AIDS, Viral Hepatitis, STD, and TB Prevention (NCHHSTP) aimed to assess employee engagement levels and identify barriers.
- Understanding employee perceptions is key for organizational success and workforce development.
Purpose of the Study:
- To determine the extent of employee engagement within NCHHSTP.
- To identify specific barriers affecting employee engagement at NCHHSTP.
- To gather recommendations for improving employee engagement and retention.
Main Methods:
- A centerwide Employee Engagement Pulse Survey (EEPS) was administered in 2015 to NCHHSTP's full-time Civil Service employees, U.S. Public Health Service Commissioned Corps officers, and Title 42 service fellows.
- The survey included demographic questions, Likert-type scale questions on perceptions of supervisors, work environment, and job satisfaction, and open-ended questions for recommendations.
- A total of 727 out of 1,171 staff participated, yielding a 62% response rate.
Main Results:
- Positive perceptions of supervisors were high (94% for performance reviews) but lower for career development assistance (63%).
- Work experience perceptions showed high willingness to exert extra effort (98%) but lower scores for talent utilization (68%).
- Job satisfaction was high regarding coworker support (87%) but lower for professional growth opportunities (69%).
Conclusions:
- NCHHSTP staff generally hold positive views of their work, leadership, and the agency.
- Organizations can improve engagement and retention by actively listening to employee needs and recognizing achievements.
- NCHHSTP's approach to workforce development can serve as a model for assessing and enhancing employee engagement.
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