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Measure for Success

One of the QWQHC's primary objectives is to promote and support the use of measurement to improve quality of worklife. We bring the importance of measurement to the forefront by encouraging organizations to engage in activities such as: strategically bundling indicators that can be measured to tell a meaningful story for organizational and system leaders to act on, using employee satisfaction surveys to drill down to key issues, and evaluating healthy workplace initiatives and practices to increase the evidence base for effective efforts that result in healthy worklife in healthcare.

Guided by worklife experts, the Collaborative has, to date, identified seven worklife indicators that all health organizations could use regularly to gauge and improve their workplace practices and environments. These indicators are believed to be relevant, practical, feasible, and applicable to all health organizations, and have evidence to support their connection to key outcomes. They are as follows:

The QWQHC has also identified two system-level indicators. They are:

As a pan-Canadian collaborative, the QWQHC will continue to promote and champion worklife measurement, and lend support through its own work.

System Level Indicators


Indicator Name Rationale Potential Definitions
1. QWL Indicators built into Performance/ Accountability Agreements Building capacity for sustainable improvements requires accountability for a strategic and comprehensive approach. The extent to which each jurisdiction has QWL indicators in Performance/ Accountability Agreements
2. QWL Indicators and Improvement Strategies integrated into HHR Plans The extent to which each jurisdiction has QWL built into HHR Plans
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Organizational Level Indicators


Indicator Name Rationale Potential Definitions
1. Turnover Rate Work force instability, as demonstrated by high rates of staff turnover, result in workflow inefficiencies, delays in delivering patient care, and dissatisfaction among patients and staff, all of which can have significant negative effects on quality of care and patient safety. a) Number of employees who have permanently left this location between April 1, 2006 and March 31, 2007, separated by reason:
  1. Resignations (No special incentives)
  2. Lay-offs (No recall expected)*
  3. Special workforce reductions**
  4. Dismissal for cause
  5. Retirement (No special incentives)
Then divide the number of employees leaving by the average level of employment observed between April 2006 and March 2007
a. Labour Stability Rate =
% of staff at the beginning of a fiscal year and were also employed a full year before
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2. Vacancy Rate See above a. # of positions sitting vacant longer than 6 months/total # of budgeted positions
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3. Training & Professional Development Opportunities Supporting health professionals to learn and develop leads to better staff retention and improves the quality of patient/client care.
  1. Average training hrs per employee
  2. Average training hours per full-time equivalent (FTE)
  3. % of employees participating in in-service training session and/or off-site education and training programs annually
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4. Overtime High levels of overtime (OT) may reflect inadequate staffing or high levels of absenteeism and may result in workload issues and increased costs. a. Paid Overtime rate = total # OT hours/Total paid hours
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5. Absenteeism Absenteeism is a measure of QWL and well-being of providers. Absenteeism diverts essential resources away from patient/client care. a. % Paid Sick hrs = Paid Sick Leave Hrs for eligible employees/total paid hours for eligible employees *100
Phase 2 aims to further develop this indicator to capture the reasons why people are away from work.
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6. Workers Compensation lost time incidents rate Safe work environments lead to healthier staff and safer patient/client care.
  1. Average lost time claims accepted per 100 FTEs on an annual basis (frequency)
  2. Average number of days lost per 100 FTE on an annual basis (severity)
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7. Health Provider Satisfaction Provider satisfaction with key "upstream factors" such as leadership, working conditions and individual and organizational health factors relate with outcomes such as turnover and quality of care. CCHSA-OHA Pulse Survey Questions
  1. I am satisfied with communications in this organization.
  2. I am satisfied with communications in my work area.
  3. I am satisfied with my supervisor.
  4. I am satisfied with the amount of control I have over my job activities.
  5. I am clear about what is expected of me to do my job.
  6. I am satisfied with my involvement in decision making processes in this organization.
  7. I have enough time to do my job adequately
  8. I feel that I can trust this organization.
  9. This organization supports my learning and development.
  10. My work environment is safe.
  11. My job allows me to balance my work and family/personal life.
  12. In the past 12 months, would you say that most days at work were (choose one) not at all stressful, not very stressful, a bit stressful, quite a bit stressful, extremely stressful.
  13. In general, would you say your health is...excellent, very good, good, fair, poor.
  14. In general, would you say your mental health is...excellent, good, fair, poor.
  15. In general, would you say your physical health is...excellent, good, fair, poor.
  16. How satisfied are you with your job? Very satisfied, somewhat satisfied, not too satisfied, not at all satisfied.
  17. In the past 12 months, how many days were you away from work of your own illness or injury? (counting each full or partial day as 1 day)
  18. During the past 12 months, how many days did you work despite an illness or injury because you felt you had to (counting each full or partial day as 1 day)?
  19. How often do you feel you can do your best quality work in your job? (Never, rarely, sometimes, often, always)
  20. Overall, I am satisfied with this organization (5 point likert scale)
  21. Working conditions in my area contribute to patient safety (5 point likert scale)
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