Developing a Division Navigator Engagement Survey and Compare to National Engagement Survey

November 2018 Vol 9, NO 11
Susana Ulloa, MD, RN, OCN
Sarah Cannon North Florida Division, North Florida Regional Medical Center
Gainesville, FL
Cynthia Kuhn, RN, CBCN
Sarah Cannon

Background: Employee engagement is a key element of success among businesses and organizations. It directly relates to employee commitment and connection, as well as job satisfaction, retention, and workplace performance. Increased productivity and loyalty are linked to customer satisfaction and company reputation. Improving employee engagement has become a common practice in a variety of enterprises.


  • Develop a survey to measure North Florida Division navigators’ (NFNs) engagement and compare results with Enterprise Navigation Data (END)
  • Utilize results to identify areas of engagement concern and opportunity

Methods: Authors designed a survey to measure engagement among division navigators to enable them to participate in national engagement initiatives. Due to timing of division alignment with national model of navigation, NFNs in Sarah Cannon facilities were not included in the national survey. Participation in satisfaction and engagement efforts, however, was required. Modeled on the national survey, a more focused survey was created for NFNs (7 navigators; 100% participation). Survey was distributed online, and basic instructions were given via e-mail. Results were processed within 48 hours and compared with END (64 navigators; 84.21% participation).

Results: The results were shared with the national engagement committee. Results mirrored national concerns despite not using the national survey. The NFN team scored similarly (≤10%) when compared with national teams in the following areas: motivation (NFN 100%, END 94%), feeling of accomplishment (NFN 85.7%, END 88.9%), and participation in workflow decisions (NFN 57.1%, END 66.5%). Other nonconcordant scores (≥10%) are identified as areas of engagement opportunity: availability of training and resources (NFN 57.4%, END 67%), and quality of relationship with supervisor (NFN 85.7%, END 98.3%).

Conclusion: Ensured that all navigators in NF were included in an engagement survey. Despite variances in questions and length of survey, and despite the small size of the NFN team, some results were similar. The latter exposed common engagement concerns among navigators in all markets. Participation in engagement surveys yields similar results. Therefore, engagement surveys can be utilized in identifying areas of opportunity and implementing engagement initiatives.

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Last modified: August 10, 2023

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