Workforce experience takes support from all levels
Coauthored by Martin Wright, Partner, Consulting, Press Ganey.
In today’s complex and competitive healthcare landscape, the organizations seeing the most success are those that prioritize their workforce. And a unified approach across all levels—from senior leadership to the front line—has emerged as pivotal to driving employee experience. When efforts are coordinated across all levels and people are working in sync, the result is an environment where people are connected and empowered. That kind of clarity and direction fuels momentum. It strengthens engagement, builds trust, and creates the conditions where people innovate and thrive. In turn, we see a virtuous cycle emerge—one where employee experience drives operational and clinical performance, and patient outcomes improve.
But alignment isn’t just about communicating a message. It's about weaving together coordinated actions, a shared sense of purpose, and consistent leadership across every layer of the organization. When people see words, goals, and daily practices aligned, it reinforces their trust in the system and energizes teams to keep getting better.
The heart of engagement: Emotional and personal connection
When we talk about employee “engagement,” we’re not simply talking about “satisfaction.” Engagement runs much deeper than that. It’s about the emotional and personal connection an individual has with their organization. It’s the sense of fulfillment that comes from being a part of something bigger and knowing your efforts contribute to the overall mission and vision. But engagement doesn't occur in isolation—it’s shaped by the work experience. An experience that’s deeply influenced by how the organization, its leaders, its teams, and its individuals interact with and support one another.
An engaged workforce is one that has developed strong social capital across all levels of the organization. Now, what do we mean by social capital? Social capital is the value created when people engage with each other and with the systems that support them to accomplish meaningful work they couldn’t do alone. We see strong social capital when psychological safety is high and teams are deeply connected—both within themselves and across the organization. Overall, a culture of reciprocity has developed when colleagues have deep trust and respect for one another. People don’t show up to work because they have to. They do so, because they want to support patients and their teammates.
When employees feel connected to the organization, supported by their leaders, and valued by their teams, they become more invested in their work. As a result, we see improvements in engagement, productivity, and outcomes.
The role of coordination across levels
A clear, coordinated effort across all levels of an organization is key to building culture and sustaining engagement. And this culture comes to life when each individual, team, and leader takes ownership and contributes to the virtuous cycle of trust, engagement, and impact.
1. The organization’s role: Providing the framework
Let’s start with the organization. To drive change, organizations must build the right foundations—with the right structures, policies, tools, and resources. That means investing in communication, learning and development, and a framework for accountability. When organizations lay this groundwork, they create the conditions where a positive employee experience, sustained performance, and growth are all possible.
These elements are foundational. They ensure leaders have the tools they need to manage their teams effectively—and that employees have the resources they need to thrive in their roles. Without these structures in place, organizations struggle to operationalize their strategic vision or sustain the daily practices that fuel engagement.
2. Senior leadership: Setting the direction
By clearly articulating strategy and goals, senior leadership sets the tone for expectations and anchors every initiative in the mission and vision of the organization.
When senior leaders are visible, present, and provide the right support, they inspire confidence among their teams and create the conditions where others feel empowered. This kind of top-down alignment keeps the focus on the overarching mission, encouraging leaders at all levels to build strong, authentic connections with their teams.
3. Leadership: Listening and acting
At the leadership level, a commitment to listening and acting is nonnegotiable. Great leaders aren’t just open to feedback; they actively seek it out—from their teams and also senior leadership. By soliciting input, translating that input into action, and collaborating with their leaders, they create a culture of continuous improvement. These leaders serve as the bridge between organizational strategy and day-to-day experiences, ensuring employees’ needs are heard, met, and connected to the organization’s broader goals. This alignment makes the “why” behind the work both visible and meaningful. To build this kind of culture, leaders must go beyond passive check-ins. They must proactively ask the right questions, listen with intention, and act with a sense of urgency. This level of responsiveness earns trust—because when employees see change that stems from their feedback, they know their voices matter.
4. The team: Building psychological safety and fostering improvement
This is where much of the action happens. Team members directly shape the day-to-day work experience—and that gives them powerful influence over engagement. The most effective teams create psychological safety—i.e., an environment where employees can speak up, take risks, and share ideas without fear. When teams operate under a shared culture of trust and openness, collaboration deepens and continuous improvement becomes part of the routine—not just encouraged, but expected.
High-performing teams hold each other accountable. They freely give productive feedback—and are open to being on the receiving end as well—as they work together toward common goals. This sense of mutual responsibility drives stronger execution, while opening space for new ideas to surface. As a result, people feel ownership over their tasks and impact. And that helps build social capital which both bonds teams and deepens true employee engagement over time.
5. The individual: Active participation and ownership
Finally, individuals play a crucial role. Every employee has the power to take ownership of their experience by actively participating—speaking up, sharing ideas, and striving for personal growth. This is what transforms passive involvement into meaningful engagement and aligns an individual’s efforts with team and organizational goals.
When people understand how their actions tie into the broader strategy, they become more motivated. They don’t just show up—they lean in. By taking initiative and offering feedback, individuals play a direct role in creating a more positive, high-functioning work environment for themselves, their colleagues, and the organization as a whole.
Creating a unified effort for success
From the boardroom to the front line, when all levels of an organization are aligned around improving employee experience, the results are transformative. Greater engagement. Stronger collaboration. A self-sustaining culture of continuous improvement.
Success doesn’t belong to one person. Nor is it only a leader’s responsibility. It’s a collective effort—spanning from the strategic vision set by senior leadership to the day-to-day actions of individual contributors. When everyone pulls in the same direction, employees feel valued, connected, and motivated to perform at their best.
Ultimately, when every level of the organization is aligned and working in sync, progress accelerates. Coordinated efforts unlock stronger performance, and the employee experience becomes a true driver of business and human impact.
If you’re ready to build a more connected, resilient, and high-performing workforce, our team at Press Ganey can help. Reach out to our employee experience experts to explore what’s possible at your organization.