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Hiring – Workforce Strategy - RetentionAnn Hogan, M.Ed., SPHR, SHRM- SCP
Presenter Today
Ann Hogan, M.Ed., SPHR, SHRM-SCP
20 years in Migrant/Community Health
Master’s in Organizational Performance and Change – Colorado State University
Owner – Ann Hogan Consulting – providing HR Training, HR Consulting and Speaking on various HR Subjects
©2018 Ann Hogan Consulting
Workforce strategy
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Workforce Strategy and Why it is Important
Competitive Market
What does your environmental scan tell you
Gives Direction
Needs Assessment
Allows for planning
Keeps everyone focused
Allows for maneuvering and flexibility
Workforce Strategy Today’s Objectives
Hire the Right People
Retain the Right People
Engage your staff
What is REALLY your culture for employees
Continually evaluate using
a SWOT Analysis ALL Workforce Strategies
Capacity and Capabilities of
ALL Staff
Leadership –is everyone in the Right Spot
Hiring Right
3
First Get the Right People for your clinic
Recruitment
Successful recruitment is about developing a relationship with all candidates
Recruitment is the activity of sourcing candidates for your Health Center
Recruitment is an ongoing process and not a one time event
Before Recruitment begins
Everyone involved in with the recruitment process needs to be informed,
knowledgeable and follow all Employment Laws
A position description should be developed prior to
beginning the recruitment process
Develop a interview guide so that the interview is
structured, thorough and will provide the information you need from the candidate to make a informed decision
on who to choose
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Employment Laws
Laws on Employment pertain to everyone involved in the recruitment process and continue throughout the life cycle of the employee
01Review your application to make sure that it only asks questions that are legal
02The EEOC (U.S. Equal Employment Opportunity Commission), Department of Labor, State and Local Department of Labor websites are very helpful if you have any questions
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United States Department of Labor enforces, but not limited to, the following:
Wage and Hour
Workplace Health & Safety
Family Medical Leave Act
Employee Benefit & Security
Unions & Their Members
Uniformed Services Employment and Reemployment Rights Act
Government Contracts, Grants or Financial Aid
Migrant or Seasonal Agricultural Workers
Developing your interview questions What is it that the position requires?
Base questions on Position Description
Make sure all questions are relevant
Make sure questions actually ask for the information that you need to obtain
Do you need someone who is:
Friendly and Outgoing
Analytical and a Problem Solver
Detail Oriented
Education
Decision Making
Responsibility
Abilities
Knowledge
Skills
Physical Demand
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Sourcing the Candidates
Sourcing candidates is all about building relationships and reputation
Take part in community networking events
Make sure your Health Center has a positive online presence
Attend Career Fairs
Share Events that your Health Center is involved in
Involve Community Members in your recruitment efforts
Involve Current Employees and Alumni of the Health Center – people want to work with someone they know, like and trust
Sourcing the Candidates – the world is social Social Media is a must both for relationship building and reputation of the
Health Center Utilize Facebook for letting your followers know what great work you do Utilize Facebook to run ads for open positions The Health Center website needs to be updated to reflect current services and
other vital information a candidate would look for when visiting the website 85% of applications are done on a phone or tablet – make sure you have a
mobile enabled website and an application that can be completed on these devices
Advertise on LinkedIn and Twitter Target your advertisements and track where all applicants come from this gives
you information of where to advertise for particular positions next time
Recruiting & Social Media
Recognize the Opportunity
01Integrate into current plan
02Leverage Best Practices
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©2018 Ann Hogan Consulting
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Definition of advertising
the business of preparing advertisements for publication or broadcast looking for a job in
advertising
advertisements a magazine full of advertising
the action of calling something to the attention of the public especially by paid announcements
©2018 Ann Hogan Consulting
Largest Professional Network in the World
500 Million Users and 10 Million Job Postings -Forbes
©2018 Ann Hogan Consulting
2.19 BILLION
According to Statista, Facebook has 2.19 billion monthly active users!
©2018 Ann Hogan Consulting
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Twitter and Instagram
Thought leader
Thought leader
Shows real life Shows
real life
Gain followers
Gain followers
©2018 Ann Hogan Consulting
Who can you touch Medical and Dental Schools
Primary Care Associations
Sites of interest to candidates
In-House Advertising
You have recruiters in place currently
Bonus for recruiting
People want to work with individuals they know and trust
©2018 Ann Hogan Consulting
Sample FB ad
2017 © Ann Hogan Consulting, LLC
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Recruitment
2017 © Ann Hogan Consulting, LLC
Recruitment is the activity of sourcing candidates for your Health Center. Recruitment is the activity of sourcing candidates for your Health Center.
Recruitment is an on-going process and not a one time event. Recruitment is an on-going process and not a one time event.
When you are recruiting everyone involved in the process needs to know and follow the Employment Laws
When you are recruiting everyone involved in the process needs to know and follow the Employment Laws
Active Recruiting: People actively seeking out a new position or organization
• They account for 25% of the workforceRecruiting
Passive Recruiting: People not actively seeking a new position or organization but may be willing to “explore” a new opportunity – “if the right opportunity comes along” theory • They account for 75% of the workforce and it is
higher for physicians
Recruiting
©2018 Ann Hogan Consulting
Why is it important to integrate Social Media when hiring and retaining
©2018 Ann Hogan Consulting
Know Like Trust
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How do you focus your recruitment strategy?
©2018 Ann Hogan Consulting
Analyze Current Strategy with SWOT
Strengths Weaknesses Opportunities Threats
©2018 Ann Hogan Consulting
Leverage your social network on Social Media
Leverage information from others
Mayo Clinic
Cleveland Clinic
National Institutes of Health
National Association of Community Health Center
ACU
TNPCA
©2018 Ann Hogan Consulting
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Consistently Communicate
©2018 Ann Hogan Consulting
Blogging You Tube Channel
Podcast CHC Website
Social Media
Candidates
Be Results Focused
PlanPlan TargetTarget TrackTrack
©2018 Ann Hogan Consulting
Review Recognize the Social Media is here and is an opportunity that you can integrate into your recruiting strategy and leverage for results
Start taking ACTION
Marketing and Advertising is now part of business for CHC’s
Track your results
Form Relationships ©2018 Ann Hogan Consulting
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Interview process
During the Interview Plan the interview – phone or onsite
Structure the interview questions
Use behavioral interview questions
Use close ended interview questions
Take notes
Be fair and consistent with all interviews
After the interview Rank the applicants
Get back to all applicants within the timeframe you agreed to
Meet with the interview team and determine who is the best fit for the organization
Offer the position to your number one candidate
Orientate Orientation can encompass many things, but should always include the
following:
Mission of Organization
Organizational Structure
Benefits
Pay
Policies and Procedures
Mandatory Trainings
Department expectations
Development Plan
Performance Expectations
Assign Mentor
Involvement Expectations
Participation Expectations
Evaluation criteria
Integrating with Team Members
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Integrating into the culture of the organization
Internal Environment
1
Goals of Organization
2
Strategic Plan
3
Compliance
4
External Environment
5
Advocacy
6
Regulations and Rules
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Integrating into the culture of an organization takes many months, be sure to include all of the below items when integrating your new employees
Communication
Communication is a important factor with all employees, although it is especially important with new employees. With new employees be sure to include the following:
Honesty
Feedback
Coaching
Listening
Evaluate Performance
Consistency
Follow up with new employee
Include Mentor
Honest and Constructive Feedback – both ways
90 days and at 6 months
Evaluate
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Onboarding Overview
Onboarding is not Orientation
Hire Right
Communication is continuous with new employee
Integrate into organizational Culture
Follow up at 90 days and 6 months, at least
Workforce Strategy
Strategic Planning
Outlines a plan for next 5 – 7 yearsOutlines a plan for next 5 – 7 years
Articulates your vision Articulates your vision
Continually needs to be revisitedContinually needs to be revisited
Sets your goals – which define your objectivesSets your goals – which define your objectives
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Strategic Planning
1Conduct
Environmental Scan
2
Obtain Patient Inputs – Surveys
3Obtain Employee Inputs – Surveys
Obtain what competitors are doing
SWOT
Identify an organization’s strengths and weaknesses when it comes to our most valuable resource – PEOPLE! It identifies how to enhance those strengths and quickly respond and
improve weaknesses.
Human Resources Metrics –Your Organizational Physical
Heart rateHeart rate
Blood pressureBlood pressure
Cholesterol levels Cholesterol levels
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TRENDS AND FORECASTING
Human Resource Metrics
Time to Fill
Bench-
marking against others
Turnover Costs
Training or ramp up
costs
Cost Per Hire
Human Resources Metrics
ActionAction
EvaluationEvaluation
DataData
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What does it mean? What can be done about it?
Do you know why people leave? Collecting the data
Turnover
TURNOVER –REAL COSTS
RECRUITMENT COSTS
RAMPING UP COSTS
LOSS OF PRODUCTIVITY
TRAINING COSTS
RELOCATIONS COSTS
WEB SITE AND MARKETING
COSTS
CREDENTIALING COSTS
LICENSE FEES
What does it mean?What does it mean? Why do people stay?Why do people stay?
How do you keep people?
How do you keep people? Collecting the dataCollecting the data
TenureTenure
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Metrics
Cost Per Hire – How much does it really costs your Community Health Center when you hire a new employee.
Absence Rate – One of the simplest HR metrics, this one gives you a look at just how many days your employees are missing and could indicate how satisfied your employees are…satisfied employees usually show up for work.
Benefit Cost – When adding up all your benefit costs – just how much are they costing the organization? This is good information to pass along to employees so they know how much you contribute as an organization.
Turnover – How many individuals leave during a given time frame, usually this is calculated each year.
Tenure – This metric allows you to find out how long a individual or a group of individuals have been with the organization. This can give you information on where you need to focus your retention strategy.
Time to Fill – Knowing how long it takes to fill a position can give you insight as to when you need to start recruiting for a vacancy or a retirement.
Next Steps
Evaluate Evaluate the metrics and determine your priorities to focus on
Develop Develop a plan of action
Commit Commit to following the plan for a set period of time
Revise Revise and Adjust as necessary
8 action Steps to take to improve retention
Hire for a good “fit”’
Ask people what tools they need to do their job
Ask what would make their job
better
Always stay true to your Mission
Train your Managers on
how to Manage
Invest in your Staff
Recognize People and
Teams
Communicate with People
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Retention
WHY DO PEOPLE LEAVE?
SUPERVISOR - #1 Reason
LACK OF LEADERSHIP
DIRECT SUPERVISORS
EXECUTIVE MANAGEMENT
TEAM
CEOFEELING AS
THOUGH THEY AREN’T HEARD
NOT CARED ABOUT
DISORGANIZATION
MISSION IS GONE
8 action Steps to take to improve retention
Hire for a good “fit”’
Ask people what tools they need to do their job
Ask what would make their job
better
Always stay true to your Mission
Train your Managers on
how to Manage
Invest in your Staff
Recognize People and
Teams
Communicate with People
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Compensation/Pay Incentives
Years of Service Incentives
Productivity Incentives
Pay increases
Pay caps
Patient Satisfaction Incentives
Care Team Incentives
Developing a Provider Incentive Programs that Pass Muster under IRS and Other Regulatory Standards www.nachc.org on myNACHC – written by Michael B. Glomb, Esq. Fieldsman Tucker Leifer Fidell LLP January 2016
Performance Management
Performance reviews – Formal and Informal
What should be included in the review
Timeliness of reviews
Including Data or Statistics in the Review
Who should and how should the review be administered
360 degree evaluations
SMART goals
Should outcome of review be tied to compensation?
Retention
• Conduct Stay Interviews • Conduct Stay Interviews Conduct
• Collect Data• Collect DataCollect
• Create a Plan• Create a PlanCreate
• Commit to the Plan • Commit to the Plan Commit
• Communicate the Plan• Communicate the PlanCommunicate
• Take 8 action steps to improve Retention
• Take 8 action steps to improve RetentionTake Action
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Review
Workforce Strategy Today’s Review
Hire the Right People
Retain the Right People
Engage your staff
What is REALLY your culture for employees
Continually evaluate using
a SWOT Analysis ALL Workforce Strategies
Capacity and Capabilities of
ALL Staff
Leadership –is everyone in the Right Spot
Resources
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Resources
National Association of Community Health Centers: http://nachc.com.
See banner on the front page to link to the MyNACHC catalog
MyNACHC on http://NACHC.com has many resources that you can access:
Health Center Salary and Benefits Report
Human Resources Information Bulletins
Recruitment resources
Retention resources
Webinars Toolkits and other resources
Resources continued
American Payroll Association: http://americanpayroll.org
American Society of Healthcare Human Resources Association: http://ashhra.org
Bureau of Primary Health Care: http://bphc.hrsa.gov/
Equal Employment Opportunity Commission: http://eeoc.gov
Job Accommodation Network: http://askjan.org
National Center for Cultural Competence: http://nccc.georgetown.edu/
Society for Human Resources Management: http://shrm.org
ACU/Star2Center: http://chcworkforce.org
State and Regional Primary Care Associations: https://bphc.hrsa.gov/qualityimprovement/strategicpartnerships/ncapca/associations.html
United States Department of Labor: http://dol.gov
HR Professional SHRM credit for work session today
SHRM – 18-H7V9J
4.5 Credits
Add to SHRM recertification profile
©2018 Ann Hogan Consulting
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Questions and Thank You!
Ann HoganAnn Hogan Consulting303.916.6439ann@annhoganconsulting.comwww.annhoganconsulting.com
©2018 Ann Hogan Consulting