Hiring – Workforce Strategy - Retention Presenter Today · 2020-05-15 · Social Media Candidates...

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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

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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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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


Largest Professional Network in the World

500 Million Users and 10 Million Job Postings -Forbes


2.19 BILLION

According to Statista, Facebook has 2.19 billion monthly active users!


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Twitter and Instagram

Thought leader

Thought leader

Shows real life Shows

real life

Gain followers

Gain followers


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


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


Why is it important to integrate Social Media when hiring and retaining


Know Like Trust

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How do you focus your recruitment strategy?


Analyze Current Strategy with SWOT

Strengths Weaknesses Opportunities Threats


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


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Consistently Communicate


Blogging You Tube Channel

Podcast CHC Website

Social Media

Candidates

Be Results Focused

PlanPlan TargetTarget TrackTrack


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

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Goals of Organization

2

Strategic Plan

3

Compliance

4

External Environment

5

Advocacy

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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

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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


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Questions and Thank You!

Ann HoganAnn Hogan Consulting303.916.6439ann@annhoganconsulting.comwww.annhoganconsulting.com


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Hiring – Workforce Strategy - Retention Presenter Today · 2020-05-15 · Social Media Candidates...

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