Management Academy Session 4

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Management AcademySession 4

• Triumphant Workforce Strategies for Hospitals

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Triumphant Workforce Tactics

• The soaring cost of health care in America
  cannot be sustained over the long term by any
  business that offers health benefits to its
  employees. And every day that we do not work
  together to solve this challenge is a day that
  our country becomes less competitive in the
  global economy.
• H. Lee Scott, Jr. Wal-Mart CEO
• Speaking in February,2006 to the National
  Governors Association, as reported
• to the New York Times.

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CEOs want to grow staff

• Employees are hospitals largest controllable
  expense and their greatest asset.
• Employees throughout the system support the
  delivery of high-quality patient care.
• See R R Best practices

• How hospitals recruit staff
• Raise pay scale (20)
• Training (18)
• Pay tuition (18)
• Benefits (15)
• Bonus (10)
• Recruiting Dept (8)
• Hospital image, Advertising, Wage differential
  (5 or less) QHR CEO Best Practice Survey 05

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Loyalty is a two way affair.

• We cannot expect employees to be loyal to a
  company that does not demonstrate loyalty to
  them.
• 75 of employees are looking for other
  opportunities, according to SHRM survey quoted
  in 4/5/06 The Point.
• Bryn Meredith, The Point, Leadership
  Development Review, April 5, 2006

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Recruiting and retaining great workers

• Preserves capital
• Saves money spent on finding and training new
  staff (Avg. cost 1.5 X salary to replace staff.
  Replacing a nurse, up to 92Kreplacing a
  doctor, from 500K - 1M)
• Provides quality staff
• Limits hospital liability
• Enhances patient satisfaction

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Have You Experienced Barriers to Effective R and
R?

• Did you know
• Nurses comprise the largest of healthcare
  workforce in SC.
• Nearly 75 of SC nurses are over 40.
• 66 work in hospitals
• With a 12.6 vacancy rate for nurses, SC
  hospitals spent over 77 M on temporary staffing
  in 2004 40 of our nurses come from out of
  state.
• In a 2005 SCHA survey, 35 of the hospitals took
  more than 120 days to fill positions in nuclear
  medicine, medical records, ultrasound and
  radiology. Growing shortages noted among
  mammographers, med techs, medical records,
  nursing aides, billing and coding specialists.
• Statistics
  derive from SCHAs Workforce Quick Facts.

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What do candidates care about?

• Scheduling options
• Intensity of the workhelp us prevent burnout!
• Potential to grow/career development programs
• Supportive work environment Supervisors who know
  how to proactively coach employees on an ongoing
  basis integrated leaders who consistently role
  model healthy values.
• The tools to do their work
• Recognition for their work
• Review Work Place Strength Test and ONA document

www.afscme.org/publications/2237.cfm
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Lets Look At Retention Best Practices

• We are all connected. Everyone should have
• clear roles
• support systems for new hires
• desired performance expectations related to
  hospital mission
• performance measurements that matter, and
• reporting processes that find problems fast,
  outline responses and surface opportunities for
  recognition!
• We need to keep each other informed.

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Recruitment to SelectionWhat works?

• Research indicates that selection tools designed
  to capture behavioral and motivational
  information lead to effective selection of staff.
• Organizations with highly effective selection
  systems experience positive business outcomes
  (finances, service quality, productivity,
  customer and staff satisfaction).
• What tools work for YOU? (See Interview
  Questions.)

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Do it right the first time

• If you select by brains, credentials or
  experience alone, youll still end up with a wide
  performance range.
• You cannot teach talent (like how to form
  opinions, be empathetic, be comfortable with
  conflict, tolerate stress and have intuition).
• Its your job to determine what criteria matter
  most for each positionrequired education,
  desired behaviors, critical attitudes, how you
  want candidates to react to certain stimuli.

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Hire What Is ThereNOT what you hope to develop!

• First, Break All the Rules research warns we
  cant put in whats been left out.
• We have to draw out what is there. That is hard
  enough!

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Be ready to answer the big questions

• Why should I work for YOU? Know what the
  competition offers and what prospective employees
  WANT. Define/promote what makes your hospital
  remarkable.
• Is your organization exemplary? Communicate your
  health systems mission, vision, values, goals,
  objectives and strategies. A prize for everyone
  who can say their health systems mission out
  loud. (According to Steven Covey, only 37 know)
• WIFM? Work with staff to identify and provide
  employees with the kinds of benefits and
  recognition that matter to them. Remember what
  candidates care about? Review Recruitment Tips
  Handout.

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"There are two things people want more than sex
and money -- recognition and praise. Mary Kay
Ash

• Recognition should occur as close to the
  performance of the actions as possible, so it
  reinforces behavior the employer wants to
  encourage. Praise should be specific.
• People like recognition that is random and that
  provides an element of surprise.
• Rewards and recognition that help both the
  employer and the employee get what they need from
  work are a win-win situation.

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Manage for GreatnessManage for Results

• The right people in the right roles with the
  right managers drive employee productivity. (Good
  To Great says, Put the right people on the
  bus.) Seek key middle management competencies
  and coach, coach, coach.
• Managers are responsible for identifying
  employees strengths and positioning each
  employee to successfully perform a role that
  capitalizes on his/her strengths (recurring
  patterns of thought, feeling or behavior).
• From the top down, provide a climate that selects
  employees for talent, defines the right outcomes
  for the job and the organization, focuses on
  employee strengths, finds the right fit,
  recognizes good work and provides ongoing
  education.

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Before the Interview

• Know the laws impacting the interview process.
  See HR.
• Have job information readyjob description, ads,
  org chart, a shared understanding of the
  positions required skills and talents.
• Prepare the interview team. Schedule time to
  plan a structured interview process. Review
  resumes. Check references. Decide key questions
  who asks them.
• Surface interviewers hidden assumptions of what
  makes a good candidate so they can be set aside.
  Be alert to bias.
• Get training in diversity awareness to avoid
  being biased by hidden stereotypical views.

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Interview for Talent

• Dont be influenced by personality.
• Tell the candidate about your hospital, its
  mission, the job and its requirements, your role
  and the positions compensation.
• Set aside a defined amount of time dedicated to
  discovering the candidates talents.
• Plan a structured, focused interviewless banter,
  more questions and answers.

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During the Interview

• Mine for the candidates talentsseek recurring
  patterns of thought, feeling and behavior to see
  if they match the job.
• Ask a few open-ended questions, then hush up and
  listen (for whats said and what isnt).
• Share one example of you delivering exceptional
  patient care.
• What activities associated with your job come
  easily to you?
• What kind of situations in your job give you
  satisfaction?
• What are signs of quality in your profession?
• What tools do you use to effectively manage your
  time?

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Avoid Possible Pitfalls

• Dont overweight academic qualifications.
• Avoid pressure to selectwait for the best
  candidate, not just the pick of the bunch.
• Dont hire solely on gut feel. Seek candidates
  with confirmed experience, brainpower AND desired
  talents.
• You wont remember! Take notes during and after
  the interview.
• After you decide, assure the selected candidates
  receive proper orientation to the organization
  and the team with which theyll work.
  Orientation is more than OSHA drills, it says who
  you are and what you need and where to find help.
  

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Accountability and Communication Leads to Trust
and Success

• Regularly measure and report R and Rs impact on
  budget and clinical results. Compare/link to
  patient satisfaction.
• Regularly measure and report staff satisfaction
  and performance, staff retention, turn over, and
  absenteeism. Respond to emerging trends.
• Create reward programs that build employee
  loyalty. Ask employees whats valued (peer or
  leader recognition, extra training, movie
  tickets, department specific awards, shopping
  cards, convenient parking!).

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How to handle those who wont change

• We all react to change differently. If staff
  dont buy into quality services and teamwork,
  COACH THEM.
• Document your coaching, topics discussed,
  agreements, and any progressive discipline. Work
  with HR. Document in employees files!
• Honor those working effectively! Give folks who
  cant join the team, the chance to work elsewhere.

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Winning employers

• Tailor recognition to the unique situation and
  the individual involved. All employees want their
  work to be seen and appreciated.
• Notice extra work and SAY so! People quit bad
  management, not bad organizations.
• Have leaders deliver recognition sincerely and
  with true appreciation.
• Assure their leaders act as role models and
  demonstrate what recognition looks like.
• Based on Hewitt Associates recent annual
  survey of the 50 Best Employers

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Listen, respond, reward

• 19 percent of 1,000 people interviewed
  "actively disengaged" at work. They said they
  don't have the tools they need..they don't know
  what is expected of them...their bosses don't
  listen to them. (Gallup)
• Now you know what workers need you can
  respond in ways that plant the seeds of
  satisfied, productive workers.