Ryan Fields, M.D., shares how communication, recognition and staff involvement can help create a workplace where people feel connected and like they belong.
When Fields thinks about employee engagement, he starts with a simple goal: create a workplace people want to be part of.
“I want people, when they get up and they’re on their commute, to be excited to go to work that day,” Fields said. “I realize nobody’s happy to go to work every single day. But overall, I’d like people to look at this as more than a job. It’s a passion. It’s a calling. I’m here for a reason.”
As leader of a department of nearly 500 people—including faculty, trainees, staff and even remote workers—Fields knows creating that experience requires intentional communication, recognition, and connection.
Keep people connected
One of Fields’ most visible practices is also one of the simplest: every Friday, he personally writes and sends an update to his department.
The informal newsletter might celebrate a new publication or grant, recognize someone’s 25th anniversary, share an award or simply remind employees to get their flu shot.
“The purpose was twofold: to put things out there to the department every Friday about the week’s happenings, but it also holds my feet to the fire,” Fields said. “I write those. I don’t have anybody do it for me.”
Employees can submit news and recognition through a Microsoft Form, helping Fields surface accomplishments he otherwise might never hear about.
“It might be, ‘Hey, such-and-such just got this award. They’re not going to tell you, and you may not hear,’” he said. “So it’s a great mechanism to call out things.”
Make sure staff have a voice
Fields is particularly intentional about making sure staff feel included—not only in recognition, but also in decisions.
“The biggest component of our department is the staff, but oftentimes they’re the ones that don’t get recognized or included in a lot of planning as much as they should,” he said. “I’ve tried to be very cognizant about including the staff as the largest component of what we do.”
Show employees their feedback matters
That commitment to listening has carried into the department’s response to the Employee Experience Survey.
Fields and his leadership team have been reviewing their results and identifying areas where they can make a difference, including communication, recognition, and opportunities for employees to connect.
The work is still underway, but Fields believes one step is particularly important: closing the loop with employees.
“I wanted everybody to realize: You did this survey, and now we’re actually looking at the results and taking it seriously,” Fields said. “We do read them, and we are trying to use them.”
Make time for connection
Fields’ department has also created more opportunities for employees to spend time together, including social gatherings and its first staff recognition awards event.
“Physically getting people together outside of the normal business environment is nice for people to get to know each other and just relax and reflect and recognize each other,” he said.
And Fields believes many of the practices that build engagement don’t have to be complicated.
“Come up with some form that is right-sized to your department of effectively communicating news and updates and wins and areas of emphasis,” he said. “I think those things are really helpful.”
The format may look different from team to team. The important part is making communication, recognition, and employee voice part of how the work gets done.
