SPROCKET – A Novel Approach to Innovation and Employee Engagement

Have you heard of SPROCKET? It’s the brainchild of Nita Mosby-Henry, the Chief Human Resources & Inclusion Officer at Children’s Hospital in Denver. SPROCKET is a process she designed to help with team member engagement.

Ms. Mosby-Henry wanted to solve a problem that emerged after an employee opinion survey. The results were translated into a heat map that showed Children’s Hospital employees didn’t understand where the organization was headed strategically.

This isn’t uncommon. The organization was growing and silos were beginning to form. Employees were not always clear on what their colleagues in different departments were accomplishing. Employees were committed to the mission of the organization, but did not understand the big picture.

Ms. Mosby-Henry wanted to engage employees in the strategic direction of the hospital and harness their knowledge as fuel for necessary innovation. Thus, SPROCKET was born. The hospital leadership was willing to give it a try if it tied to the organization’s main goals.

In essence, SPROCKET is a think tank for the workforce. It involves three phases: discovery, design, and implementation. Each phase is eight to 10 weeks long. There was an open call for SPROCKET, and leaders and team members began work on projects requiring innovation. Interested staff would be involved in one of the three different phases.

The SPROCKET teams keep efficiency and effectiveness in the forefront throughout the process. They also keep patients of Children’s Hospital and their family members in mind. Ideas that don’t improve things for patients and families aren’t worth pursuing.

The discovery phase was all about research: groups could perform library research or gather information in whatever way they felt was effective. Some employees interviewed other organizations on their processes. This phase is wrapping up, and now the focus will move to design. At this point there is board involvement to help support innovations at the conclusion of the discovery phase.

This is a shining example of Human Resources creating an innovative, strategic approach that both engages employees and helps the business evolve. I will be excited to see how this unfolds as I continue to check in with Ms. Mosby-Henry. Stay tuned!