workforce strategy and why it is important - aachc€¦ · integrating workforce strategy into your...

+

Ann Hogan, M.Ed., SPHR, SHRM-SCP

President, Ann Hogan Consulting, LLC ~ 303-916-6439

[email protected]© Ann Hogan Consulting, LLC

Integrating Workforce Strategy Into Your Organization

Arizona Alliance for Community Health Centers

February 7, 2017

+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

© Ann Hogan Consulting, LLC

+ Workforce Strategy

Today’s Objectives in 90 minutes

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


+Introduction

According to a Inc. (January 2015) here are some quotes that define an engaged Team:

“The only way to do great work is to love what you do.”--Steve Jobs

“On what high-performing companies should be striving to create: A great place for great people to do great work.”--Marilyn Carlson

“The way your employees feel is the way your customers will feel. And if your employees don't feel valued, neither will your customers.”--Sybil F. Stershic

“When people go to work, they shouldn't have to leave their hearts at home.”--Betty Bender


+

“Research indicates that workers have three prime needs:

Interesting work, recognition for doing a good job, and being let in

on things that are going on in the company.”--Zig Ziglar

“Highly engaged employees make the customer experience.

Disengaged employees break it.”--Timothy R. Clark

“Dispirited, unmotivated, unappreciated workers cannot compete in

a highly competitive world.”--Francis Hesselbein

“The simple act of paying positive attention to people has a great

deal to do with productivity.”--Tom Peters


+How many of you would like to….

Have a clinic where the staff all say,

“My organization, my supervisor and my job are the best…I love it

here and I will do anything to make it a better clinic”


+Workforce Strategy

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

Environmental Scan


+First Get the Right People for your clinic

Get the Right People on the Bus!


+

Jim Collins in Good to Great describes how you must have the Right

people on the bus and it starts with Leadership.

You are the leaders in your organization’s so lets begin with the staff

at your clinics. How to fill your bus correctly!


+Employment Laws

The laws are in place for a reason and all must

abide by them.

This is when hiring, transferring, promoting,

demoting, and, if needed, letting someone go.


+Employment Laws

Title VII of the Civil Rights Act of 1964

Race

Color

Religion

National Origin

Sex

Pregnancy Discrimination Act of 1978


+Employment Laws Cont…

The Age Discrimination Act of 1967

Title 1 of the Americans with Disabilities Act of 1990

The Genetic Information Non Discrimination Act of 2008

State and/or Local Laws – these may take precedence over Federal

Laws


+Elements of a Recruitment Plan

No Discrimination

Philosophy / Responsibility

Where to Advertise

Fair & Equitable Selection

Application Process

Selection Process


+No Discrimination

Does everyone in the organization have a basic

understanding of what is discrimination

Do you have a EEO policy that speaks to hiring of

individuals


+Philosophy and Responsibility

What is your organization’s philosophy and

responsibility when hiring

Do you hire to train people, do you only want skills

or personality

Do you have a good training program in place


+Where to advertise

This will determine a lot of success or failure

Make sure the advertisement is geared toward the position and is not always the same for everything

Do you include your expectations in the ad

Linkedin, Facebook, Craigslist, Journals, and National Associations etc…


+3. Where to advertise

National Health Service Corps

NACHC Web site

AAFP Events or other Job Fairs

State employment websites

Professional Journals

Newspapers may be useful in rural areas

Retired Military websites

Medical Residencies


+Where to advertise

Medical and Dental Schools

Social Media

Direct mail to candidates

Staffing companies or recruitment firms

Speak with the Star2Center for Training and Technical Assistance


+Active verses Passive Recruitment

Active Recruiting: People actively seeking out a new position or

organization

They account for 25% of the workforce

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


+Brand All Communications

Consistency

Accuracy

Professional


+Linkedin

Linkedin

Largest professional network on the internet

380 million members

Inexpensive to advertise and you can target your audience


+Facebook

It is not just for personal use anymore

Showcases your Health Center

Easy to attract people to FB pages

Absolutely free to post jobs or you can advertise for a fee


+Twitter

Not just for celebrities

Easy to get the word out about your

organization

Need to establish followers to be effective


+Google +

Fasts growing business online marketing tool

Build your network

Post updates that feed to you followers


+Look Inside - Current Staff

Everyone looks outside to recruit

You have recruiters in place currently – many of them

Bonus for recruiting

People like to work with individuals they already know and trust

Is your current staff at least satisfied? Utilize this information

Remove people that aren’t supportive of the organization


+ 4. Fair and Equitable selection

of applicants

Know what the duties are that are required

Plan the interview – Phone and Onsite

Who is on the interview team

What training does the team need

Structure interview to address those duties

Behavioral interviewing - STAR Method

Take notes

Be fair and consistent

Be a little informal


+Site Visit

Structure the day

Everyone needs the agenda and involve the staff

Welcome the entire family

Information on schools and community

Let them meet with other providers on site

Local tour of hospital

Community tour

Set up a visit to the schools if they have children

It is an organizational effort


+5. Application Process

Online advertising

Importance of word of mouth

What does it “look like” when someone completes an

application to your organization? Is it easy or painful?

Are you mobile ready??

What does it “look like” once they join the organization?


+After the Interview

Follow up with every applicant

Be timely

Communication is a must


+6. Selection Process

How is the selection going to be determined

Rate each applicant based upon the same criteria

Keep a spreadsheet

Conduct second interviews or screen initially by phone if needed

Be timely and get back to everyone

How much of the position requires what skills

Personality verses technical skills


+Fair and Equitable Selection

What does your process “look like”

Can you defend it

Each person should be treated equitably


+Application Process

Is it easy to apply for a position with your

organization

Are your requirements the minimum criteria and

are they realistic for your pool of applicants

Do you have your application online and it is

accessible on your phone


+Selection Process

Document the process – a spreadsheet is fine

Rate the applicants

Determine best fit for the organization

Make the interviews consistent

Train the people interviewing


+Setting up to Interview

Set the Stage

Set the Tone

Set the Expectations!


+Selection Process


+Interview Question Types

Close ended questions

Direct

Yes/No

Behavioral Based - Open ended questions

Situational

Requires a response beyond yes and no, if asked correctly


+Close Ended Questions

Yes.

Are you a

team player?


+Behavioral based ?’S

Based upon specific situations

What was the interviewee’s role in the situation

What did they act upon in the situation

What was the outcome


+S T A R

S = Situation

T = Task

A = Action

R = Result © Ann Hogan Consulting, LLC

+Situation

Describe a situation

Let the person know to draw upon their experience in previous work, school or volunteer positions

Give enough detail so the the interviewee understands that you want to know how they handled the situation

Practice Practice and Practice


+Task

What was the task at hand or goal of what they were working on


+Action

You want them to describe their actions, not those of other but what

was their contribution


+Result

You want them to describe the outcome to you

What was the result of what they did, not that of others


+Example 1 – Team Work

Since you are interviewing for a front desk position, please tell me about a time when you had to put your work aside to help another team member complete a task.

What action did you take?

How did you decide that helping with their tasks took priority over completing your own?

What was the result of taking this action?


+Example 2 – Customer Service

Tell me about a time when you made sure a patient received really

good service.

What action did you take?

What was the outcome?


+Make the best decision you can

Make sure to take notes

Document the answers

Use a spreadsheet for rating

Equally rate each person objectively

No decision is perfect – just make the best you can


+How successful can you be?

Identify an organization’s strengths and weaknesses when it

comes to recruiting clinical professionals and how to enhance

those strengths and quickly respond and improve weaknesses.

Conduct a SWOT Analysis!


+Strengths

Is there a recruitment plan in place

Does everyone know what the plan is?

Where are you going to seek applicants?

What does your recruitment package include

Benefits

Signing bonus

Performance bonuses

Relocation expenses

Why are you successful or why aren’t you?

Post Interview Surveys


+Weaknesses

What does it “really” look like to apply or work in your organization?

Is your staff engaged in their work

Does your staff speak highly of working in your organization

Is your staff Net Promoters

Is your plan multifaceted?

Schools/Residency Programs

Military

Social Media

Print

Word of mouth

PCA, Star2Center, NACHC

Are your efforts active or passive?


+Opportunities

Do you have a in house referral program in place?

What does your site visit entail?

Is your web site up to date?

Do you brand all of your materials?

What data can do you share with candidates?

Are you marketing your Health Center only when you “need” to? Or is it a continuous process

Do you have testimonials from your current staff


+Threats

Where are they located?

Internal

External

How do others attract individuals?

What is your employee culture really like?

Glassdoor

Does your current staff help you recruit or hurt your efforts?

What are your expectations as far as patient productivity

What support do you provide to reach those expectations

What autonomy do the staff or providers actually have


+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


http://www.nachc.org

+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?


+Current Employees


+Employee levels within your organization

Employees who are engaged and love their job and responsibilities

Employees who perform adequately to do their job and keep their

job

Employees who don’t want to be at work and are actively

disengaged


+Stay on or Get off?????

How to keep the employees you want on the bus

How to have the employees who don’t fit on the bus any longer exit


+How to have someone exit the bus politely

Many employees don’t like change even if it for the better

Discuss the behaviors you expect from each employee

Address behaviors that “don’t fit” any longer within the organization

Have patience but not complacency – change is necessary in some situations


+Definition:

Employee Engagement

Gallup defines engaged employees as those who

are involved in, enthusiastic about and committed to

their work and workplace.


+

80% of employees with a high degree of trust in management are committed to the organization, compared with 25% of employees with a low degree of trust(Center for Creative Leadership, 2009)Engaged

Highly engaged employees have less absence days – in average 3,5 days – compared to not engaged employee (Gallup Germany, 2011)

Engaged employees outperform disengaged employees by 20-28% (The Conference Board, 2006)


+Customer Service and Engagement


+ Herzberg’s Theory of Motivation

in the Workplace

Herzberg observed that employees were motivated by factors like:

responsibility, achievement, recognition, type of work, and potential

for advancement. Motivated employees had the potential to

become fully engaged in their work.


+

A key finding by the Northwestern University Forum for People

Performance Management and Measurement is that organizations

with engaged employees have customers who use the company’s

products and services more often and with higher satisfaction than

customers of companies with disengaged employees.


+How to engage employees


+What steps to take to engage employees

Let them in on what is happening in the organization

Let them feel included in decision making

Let them know your expectations


+

Do you have a Customer Service Plan or Policy in place

Do you have values and a vision for how to treat customers

Do you allow employees to make decisions when it comes to the customer


+How to measure Engagement


+SHRM and Survey Monkeys Employee Engagement

Survey Sample

1. Employees in my organization willingly accept change?

2. Employees here are willing to take on new tasks as needed.

3. Employees in my organization take the initiative to help other

employees when the need arises.



Survey Sample

4. Employees proactively identify future challenges and

opportunities.

5. Employees here always keep going when the going gets tough.

6. In my organization, employees adapt quickly to difficult situations.



Survey Sample

7. When at work, I am completely focused on my job duties

8. I am determined to give my best effort at work each day.

9. I am often so involved in my work that the day goes by very

quickly.



Survey Sample

10. I get excited about going to work.

11. I feel completely involved in my work.

12. I am inspired to meet my goals at work.


+Gallup Q12 – Leader in the Industry

The Gallup Organization offers a survey called the Q12

It measures engagement within your team or organization

This survey is considered the leader in the industry

www.gallup.com


+What does an engaged Team “look like”?

Engagement

Organization

Emotional Commitment

Goals


+How do you attain an Engaged Team

Measure where individuals are at with engagement

Set goals for yourself and them – and share them with everyone

Model the behavior you need to see and experience


+Emotional Commitment

How do you measure your employee’s commitment? Can you

measure it and should you?

What is the attitude?

Are You as committed and engaged as you should be?


+Organization

Do patients trust your organization?

Do the employee’s trust the organization and leadership?

What is the reputation of your organization?


+Goals

What are the goals of your organization

Do your employee’s know the goals?

Set your expectations!!


+ Why is an engaged Team so important?

Just to name a few…

Satisfaction

Stability

Identity

Enjoyment

Reputation

Patients


+Review

Who do you need

on the bus?

How do you get

people on or off?

Now how do you go

about engaging

them?

Have a plan


+Resources on Employee Engagement

and Customer Service

The New Gold Standard, The Ritz Carlton Hotel

Company by Joseph A. Michelli

Disney U, by Doug Lipp

FISH, by Stephen Lundin

Gallup’s Q12 www.gallup.com

Employee Engagement 2.0, by Kevin Kruse


+

SHRM, www.shrm.org

ATD, www.td.org

Good to Great, by Jim Collins

Influencing in the Workplace, by Dennis Phillips and Les Wallace

Resources on Employee Engagement

and Customer Service


http://www.shrm.org

http://www.td.org

+

Thank You!


+STAR2 Center

www.chcworkforce.org


Resource Center

Training and Technical Assistance

http://www.chcworkforce.org/

+NACHC Recruitment and Retention Toolkit

www.nachc.com/clinicalworkforcerecruitretain.cfm


www.nachc.com

MyNACHCWeb based and easy to

use

+Resources

Arizona Alliance for Community Health Centers

State Primary Care Office

Regional Primary Care Associations

NACHC – National Association of Community Health Centers

STAR2Center

National Health Service Corps


http://www.nachc.com/clinicalworkforcerecruitretain.cfm

http://www.nachc.com/

+Resources

Social media sites

Local Chamber of Commerce

Residency Programs

Retired Military


workforce strategy and why it is important - aachc€¦ · integrating workforce strategy into your...

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