Attracting and Retaining Employees in the Alaska Tribal Health System

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Attracting and Retaining Employees in the Alaska
Tribal Health System

• Sonya Conant, SPHR
• Senior Director of Human Resources
• Alaska Native Tribal Health Consortium

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Key Concepts

• Recruitment
• Retention
• Education Programs
• Tribal health organizations
• Success factors

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Recruitment

• Hiring top talent is what differentiates
  successful companies more than any other factor.
  There should be no higher priority on your agenda
  than securing the most talented employees
  available.

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Significance of Recruitment

• Ensure capacity to provide services within
  individual communities that are
• Necessary
• Accessible
• Timely
• Culturally sensitive and appropriate

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Recruitment

• Rural/Village vs. Urban

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Recruitment Challenges

• Geographic location
• Isolation
• Weather
• Local amenities
• Community acceptance
• Lack of local labor pool
• Education Programs
• Housing

• Financial Constraints
• Lack of organization infrastructure
• Lack of skilled recruiters
• Financial Resources
• Pay and benefits
• ICPA
• Generational issues
• Competition

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Gambell ClinicSt. Lawrence Island
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Norton Sound Regional HospitalNome, Alaska
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Alaska Native Medical Center Anchorage Alaska
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Vacancies

• Physicians 51
• Mid-level Providers 43
• Behavioral Health Providers 30
• Nursing 65

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Retention

• Retaining employees is also a top priority for
  employers today, yet it is no easy issue to
  address. In changing manager behaviors and
  attitudes to respond to the importance of voice,
  balance, and meaningful work, employees will find
  that they no longer have to look for greener
  pasturesthey are experiencing the best that
  organizations can offer a place where they are
  valued and respected as not just workers, but as
  fellow human beings.

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Significance of Retention

• Ensure capacity to provide services within
  individual communities that are
• Necessary
• Accessible
• Timely
• Culturally sensitive and appropriate
• Retention of competent, motivated, engaged and
  satisfied staff results in increased quality and
  customer satisfaction.

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Why People Leave

• Isolation
• Supervisor/Management
• Community Acceptance
• Cost of living
• Family
• Technology
• Housing
• Pay/benefits

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Education Programs

• With the anticipated shortfall of qualified
  workers, the measures we take today to plan for
  our staffing needs will greatly assist us in
  meeting and measuring organizational goals.

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Education Programs

• Scholarships
• Internships
• Apprenticeships
• Certification/vocational training
• Work study
• Loan repayment
• Community Health Aide, Behavioral Health Aide and
  Dental Therapist training

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Native Employment

• Ensure culturally appropriate and sensitive care
• Development of our people
• Role models to future generations
• Build capacity
• Grow our own

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Grow Our Own
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Aleutian Pribilof Islands Association, Inc

• Vacancy rate 20 (10 out of 51)
• Recruitment resources - 8K
• Native Employment at 83
• Annual turnover 17
• Scholarship programs sponsoring students

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Maniilaq Association

• Vacancy rate 20 (120 out of 590)
• Recruitment resources - 1 FTE and 38K
• Native Employment at 73.4
• Annual turnover 36.3
• Scholarship programs sponsoring 6 students

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Alaska Native Tribal Health Consortium

• Vacancy rate 7 (150 out of 2054)
• Recruitment resources 3.5 FTE and 55K
• Native Employment at 42
• Annual turnover 15
• 13 ANTHC Scholarship recipients
• 38 I.H.S. Scholarship recipients
• 17 Summer Interns
• 29 Leadership program participants

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Success Factors

• Infrastructure
• Mission driven
• Better hires
• Grow your own
• Partner with Educational Institutions
• Partner with the community
• Competitive pay and benefits
• Be realistic

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Quyanna