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Keeping People: The Quiet Secret of Success

If you want to build a ship,

Tim Porter-O’Grady, EdD, PhD

y pdon’t drum up people to gather wood,

saw it and nail the planks together.Instead, build in them a passionate desire

for the sea.

Looking deeper ……

Multigenerational Realities for Leaders

Building a Preferred Future

Datasource credit goes to Greta Sherman, J Walter Thompson, 2008

NEW RESOURCE FROM THE NATION’S LEADING VISIONARIES

QUANTUM LEADERSHIPA Textbook of New Leadership

“L d hi i ti ll k i“Leadership is essentially a work in progress—a never-ending journey with facets and elements that add up to a broad and complex mosaic”-From the Preface

Tim Porter-O’Grady, EdD, PhD, FAANSenior Partner, Tim Porter-O’Grady Associates, IncAssociate Professor, Emory UniversityAtlanta, Georgia

Kathy Malloch, PhD, MBA, RNPresident, Kathy Malloch Consulting ServicesGlendale, ArizonaFaculty Associate, College of NursingArizona State University, Tempe, ArizonaPresident, Arizona State Board of NursingPhoenix, Arizona

392 pages, 7x 10 hardcover, PIN: 0834221187 $49

OrderFrom www.Amazon.com

Retention In a New Age

* 6 year incline in enrollment,(up 3.7%/02)* 10,000 career opportunities for women

A Context for Crisis

* Faculty numbers crisis deepening* Transforming health systems* Student average age: AD, 33; BSN, 28 * RN’S below 30 dropped 36%* The problem with “women’s work”

Retention In The News Age

* 126,000 new RN positions* RNs have twice as much sickness as average worker* 2001-07 35% RNs under 30 left completely

A Crisis (USA) continued….

2001-07, 35% RNs under 30 left completely* 50% projected needed RNs are in school now• Average age of the RN, 2007 is 47 years old• Some regional “sign ons” have been $50,000• Restaurants, hotels target hospital workers• Shortages in other disciplines that support RNs

Short-term Realities

Fewer prepared nurses everywhereGrowing under-employment g p yIncreased competition for nursesGrowing comparative hospital nursing declineMuch more mobility of practitionersMultigenerational worker categoriesGrowing worker lifestyle issues

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Generational RealitiesGenerational Realities

• Hardwired elements• Association with life events• Sum of events makes us• Sum of events makes us• How we are affected depends on

how old we are• What “phase of life” do you

occupy?

Generational Generational ConstellationConstellation

• Generations:• GI Generation: 1901-1924• Silent Generation: 1925-1942• Boom Generation: 1943-1960• Generation X: 1961-1981• Millennial Generation: 1982-2005• Homeland Generation: 2005-2025

GI Generation: 1901-1924

After Great AwakeningGood KidHi h t h l hi tHighest school achievementAffluent societySocial building, civic lifeEntitlements begunHonored, rescued freedomNow the very old

Silent generation: 1925-1942

“Li’l rascals” eraGreat DepressionW ld W IIWorld War IIRebels without a causeRisk averseTechnicians, careeristsRock & roll and civil rightsOld and affluent

Boom Generation: 1943-1960

Dr Spock babiesIndulged optimismTomorrowland rationalizationIndependent thinking/actingScorn blueprints/institutionsSocietal challenge (HIV, norms)Gender, yuppie, political polesFriends not parentsFirst decline of prosperity

Generation X: 1961-1981

Failing schools/marriagesDistrust institutions/boomersLatchkey children/”R” generationLatchkey children/ R generationMTV & hip-hopPragmatic, risk takersRelationship caution; late marriageFree agents; value personal lifeLargest immigrants; entrepreneursTechnocompetent; volunteering

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Millennial Generation: 1982-2005

Fertility, Hollywood childrenFamily values; raising childrenStandardized educationRi k b h iRisky behaviorsTeamwork; institutionsWork-life balanceBrand conscious; relational; oldiesExtended family ties

Homeland Generation: 2005-2025

NurturedAffluentAffluentTechno-definedLong-livedUncertain social contextUncertain environment

The recurring factor:The recurring factor:

E h i li i i hE h i li i i h

…..from generation to generation

Each generation lives in reaction to what Each generation lives in reaction to what it sees as the excesses of the last it sees as the excesses of the last generation.generation.

Critical Retention Issues

1. Quality of leadership

2. Benefits support program

3. Quality of worklife

4. Education / development opportunities

5. Clinical leadership in patient care

Retention must be a part of the “business”

1. Turnover rates2 C hi2. Costs per hire3. Days to fill / start4. Vacancy5. Retention6. Growth

Retention Reality

Being an employer of choiceBeing an employer of choiceis not an option

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Retention in the New Age

* Where did you come from…?* What is your recruitment message?* What is HR’s appropriate role?

Entre Interviews……

pp p* What is the script for the manager/staff?* Is orientation a rote or positive experience?* Get thorough work history!* Benchmark new person against your standard• Don’ keep potential deadwood• How does the new person feel?• Are the “negaholics” killing the new nurse?

* Where is the individual vulnerable?* What’s happening at work?* Are there other needs affecting work?* Wh t i l d?

Ongoing incremental interviewing……

* What remains unresolved?* How is the relationship with manager/staff?* How is the medical staff behavior/support?* What are some of the “bigger issues”?• What would make it better?• Don’t ask what you can’t change• Beat out “oppressed group syndrome”

New Age RetentionNew Age Retention

1. Salary review

2. Tie pay bonus to productivity measure

3. Review benefits selection regularly

4. Celebrate / party regularly

5. Increase sense of belonging

6. Shared decision-making model that works

7. Be present to them and their needs

J Walter Thompson

Retention Secret Shopping

1. How does it feel to apply for a role here?

2. Does the candidate get “lost” in the system?

3. How do you streamline the candidate’s journey?

4. What advertising works?

5. Candidate review process is pleasant and thorough

Retention Secret Shopping

1. 2 day apply to “on board” status

2. In-depth assessment and “fit” review

3. Assess greeting and acceptance process in HR

4. Staff communication strategies with new RN

5. Make family / SO’s transition positive

Retention Problems

1. Toxic coworkers

2. The loner nurse

3. Low “new person” engagement activities

4. Challenge the “edgy” nurse

5. Raise the interpersonal quotient of managers

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The Manager’s Response

Classifieds don’t workWhat does work wellEngage staff in “selling”There IS NO perfect candidatePressure HR to performNo “black” picture scenarios

The Manager’s Response

Baby boomers are more socialNew Ager’s want more balanceNew Ager’s are more cynicalGen Y’s are “net”, “get” peopleYounger workers have had it allAll work ethics are good, not better

The Manager’s Response

Consistent leadershipOpen communicationShared decision-making modelsgMake differences safeKnow the individual’s patternsDisable “Mafias”Remember little things—reward themListen, listen, listen

Some thoughts on Keeping Women Managers

Women have to give up more as they climbManagers have to be work-centric to succeedMen are more ambitiousNeed different success strategies for men and

womenWomen have different work barriers from menExecs help or hinder other’s successWomen are more likely to leave work rolesWomen value benefits and compensation same

as men

Retention In a New Age

* People not IV poles require your care* Connect the generations* P h ti i d ti

Mentoring skills for retention

* Push continuing education* Make your place special* Build ROI rewards for staff* Make experimenting safe to do* Be present and be vulnerable• Make the team the basic unit of work

Retention In a New Age

* Individual care file for all staff* Remember important things for each* D ’t d th ill th

Inventory your staff regularly

* Don’t drop them or spill on them* Always publicly enumerate their value* Discipline and respect in equal amounts* Support them in times of stress/trial* People first, open door at all times• Gather for making decisions

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New Age ExperimentationNew Age Experimentation

1. Bonus pay for manager retention goals met

2. Visibly demonstrate retention cost/benefits

3. Provide recruiter retention incentives

4. All staff are marketing and sellingff g g

5. Each professional knows value/obligations

6. Value individuality in each worker

7. Measure and monitor retention data closely

Greta Sherman, J Walter Thomson

Retention Extras

1. Lunch passes

2. Parking permits

3. Mortgage support

4. Paying for private school

5. Tenure / payment or benefit tradeoffs

By 2020, wewill need 1.7million BSNs.

We have 610 KWe have 610 K.How will you

make ithappen?