05.13.09 Talent Management and Employee Learning for the ...
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05.13.09 Talent Management and Employee Learning for the ... 05.13.09 Talent Management and Employee Learning for the ... Presentation Transcript

  • Talent Management and Employee Learning for the Healthcare Industry Judy Schueler, Vice President of Organizational Development and Chief Human Resources Officer Phyllis Snyder, Vice President, CAEL John Zappa, Senior Vice President, CAEL Webinar April 23, 2009
  • Web Conference
    • 10-15 minute Q&A at the end
    • Recording sent via email tomorrow
    • If you are having any trouble with the web audio broadcast, you can dial in to listen to the presentation:
      • Call-in toll-free number (US/Canada): 866-699-3239
      • Event number: 662 129 605
  • About CAEL
    • Council for Adult and Experiential Learning
    • A 501(c)3 non-profit organization with global reach and over 30 years of workforce experience
    • Mission to create and manage learning strategies for working adults
    View slide
  • CAEL and the Workforce
    • Over 20 years experience defining and managing tuition assistance programs
      • Over 750,000 adults are eligible for tuition assistance programs administered by CAEL
      • Managed over $180 million in education funds in 2008
    • Consulting experience to establish career ladders, and competency modeling within numerous industry sectors including healthcare
      • Received grants from DOL to develop Nursing Career Lattice and to strengthen training in long term care
      • Implemented collaborative models in several regions to promote joint initiatives
    View slide
  • Polling Question
    • What is the most critical workforce issue that you are facing? (choose only one)
      • Finding qualified staff
      • Preparing employees at all levels for new technology such as online records
      • Using learning and development to increase employee engagement
      • Retaining critical talent
  • Adult Learner Perspective
    • The perceived value of education has increased in this economic environment
    • Tuition programs remain stable -- yet, 43% of employees lack confidence in the employer’s ability to support their pursuit of education
    • Cost is a consideration -- 59% of adult learners are likely to enroll in a less expensive course, program or school
    • Delivery is important -- 61% report they are willing to pay more for an accelerated course or program
    Eduventures, Deepening Our Understanding of the Adult Learner’s Decision-Making Process, March 2009.
  • State of Tuition Assistance
    • Wholesale reductions in tuition reimbursement programs do not appear to be a threat
    • The benefit is seen primarily as a retention tool but also as an effort to upgrade skills
    • Most companies have not changed funding for tuition reimbursement
    • Companies value this benefit because it is relatively inexpensive & helps with retention
    The Parthenon Perspective: Corporate Reimbursement for Continuing Education in the Current Downtown, March 2009.
  • State of Tuition Assistance
      • Global and U.S. corporations spend $16.5 billion per year on tuition assistance programs; average of $3,579/employee/year
      • The vast majority (87%) of organizations in the U.S. (regardless of size or industry) offer tuition assistance. Among organizations of more than 10,000 employees, this increases to 94%.
      • Many organizations do not align their programs with strategic talent management goals and objectives.
      • High levels of employee participation are a key determinant of program value: companies with participation rates greater than 7% are 5x more likely to have programs that are aligned with their talent strategies and demonstrate value to the organization.
    Bersin, Tuition Assistance Programs: Best Practices for Maximizing a Key Talent Investment, Dec. 2008
  • Missed Opportunity
    • Misalignment between employer’s needs and employee’s aspirations
      • Misses the opportunity reposition tuition assistance from “entitlement” benefit to opportunity for learning and career development
      • No link to the talent management strategy within the organization
      • Communication to employees is inadequate
    • Limited insight into how the money is invested
      • Types of degrees/courses of study?
      • Spend by business unit?
      • Spend by education provider?
    • Focus on processing and not on outcomes
      • Support for data capture and reporting is limited; no baseline for continuous improvement
      • No measurement on program’s impact on retention, recruiting, productivity
  • Tuition is an Investment
    • Unlike other benefits, tuition assistance is an investment in human capital
    • Make it part of your strategy for talent management and corporate growth
  • Start with Program Purpose
    • Why do you offer tuition assistance?
      • What’s in it for you the employer?
      • What’s in it for your employees?
    • How is the purpose linked to our business goals?
    • How is the purpose communicated to employees and managers?
    • How do we know if our goals are being met?
  • Align Education with Talent Needs
    • Delineate steps in career progression for key jobs in the organization
    • Outline critical skills and competencies as well as educational requirements to advance
    • Link to educational institutions that offer best courses and programs
    “ When alignment is present, retention rates increase significantly; when it is not, retention drops by as much as 50%.” Bersin & Associates, Jan. 2009
  • Penn Medicine . . . Continuing our Legacy of Care
    • From initiating the first School of Medicine in the nation to founding the first teaching hospital, the University of Pennsylvania Health System has been relentlessly pursuing the advancement of medicine since its inception over two hundred years ago.
    • The University of Pennsylvania School of Medicine Founded in 1765 as the nation's first medical school, the University of Pennsylvania School of Medicine is ranked among the nation's top 3 by U.S.News & World Report.
    • Hospital of the University of Pennsylvania Consistently ranked as one of the nation's best by U.S.News & World Report.
    • Penn Presbyterian Medical Center A pioneer in medicine, this center has been providing care to the community for over 125 years.
  • Penn Medicine . . . Continuing our Legacy of Care
    • Pennsylvania Hospital The nation's first hospital, it charted a new course in healthcare when founded in 1751 by Benjamin Franklin and Dr. Thomas Bond.
    • Clinical Practices of the University of Pennsylvania (CPUP) As the ambulatory care component of UPHS, CPUP has over 3,000 Physicians, Nurses, and support staff providing care at 152 locations across the Delaware Valley including West Philadelphia and Radnor, Pennsylvania.
    • PennCare One of the largest primary care networks in the region specializing in internal medicine, family medicine, pediatrics, and obstetrics and gynecology.
    • Penn Home Care & Hospice Services Penn Care at Home, Penn Home Infusion Therapy and Wissahickon Hospice work closely with the physician, caregiver and patient to build an individualized plan of care.
  • Penn Medicine Academy An investment in our most valued resource . . . Our people .
      • Leadership Development
      • Strengthens leadership practice across Penn Medicine through coaching/mentoring.
      • Provides formal and informal learning opportunities for leadership across Penn Medicine.
      • Promotes high potential talent into leadership pipeline programs
      • Workforce Development
      • Nurtures the development of a culture of innovation, discovery and learning through formal education and experiential learning for staff at all levels of the organization.
      • Mobilizes resources to address critical skill shortages to ensure a well-prepared workforce to provide extraordinary care and service to our patients, families and other customers served by Penn Medicine.
      • Facilitates opportunities for staff to acquire the necessary credentials to advance their career.
  • Penn Medicine Academy An investment in our most valued resource . . . Our people .
      • Transfer of Learning
      • Provides consultative services in supporting performance improvement initiatives across the organization and facilitates the transfer of best practices.
      • Provides forum for staff to share ideas for improving the care and services offered by Penn Medicine.
      • Leverages learning technologies to actively engage faculty and staff in organizational improvement initiatives.
  • Positioning Learning as a Core Employment Value Proposition of the Organization
    • Leverage tuition assistance programs beyond the traditional boundaries of an employee “benefit” program;
    • Link educational incentives with employee engagement strategy—Gallup-based methodology;
    • Support cohort learning as an employee engagement strategy; and
    • Create alliances to support learning enterprise.
  • Beyond the Boundaries of Traditional Tuition Assistance
    • Policy enhancements that create winning partnership for organization and participating employees:
      • Eligibility Requirements
      • Leveraging incentives to influence acquisition of educational credentials in critical skill areas
        • Work/Loan Agreements
        • Matching incentives through Workforce Investment and Economic Stimulus training funds
        • Alignment of professional development funding with education plan
        • Promotion of Lifelong Learning Accounts (LILAs)
  • Conditions of Engagement
    • Tools and resources to do my job
    • Know what is expected of me at work
    • I have a best friend at work
    • Co-workers committed to quality
    • Mission/purpose of company makes me feel my job is important
    • At work, my opinions seem to count
    • Opportunities to learn and grow in past year
    • Progress discussion in last six months
    • Someone at work encourages my development
    • Supervisor/someone at work cares as person
    • Recognition in last seven days
    • Opportunity to do what I do best every day
    Copyright © 1993-1998, 2007 Gallup, Inc. All rights reserved. BASIC NEEDS INDIVIDUAL CONTRIBUTION TEAMWORK GROWTH
  • The 12 questions that matter
    • I know what is expected of me at work.
    • I have the materials and equipment I need to do my work right.
    • At work, I have the opportunity to do what I do best everyday.
    • In the last seven days I have received recognition or praise for doing good work.
    • My supervisor, or someone at work, seems to care about me as a person.
    • There is someone at work who encourages my development.
    • At work, my opinions seem to count.
    • The mission/purpose of my organization makes me feel my job is important.
    • My associates (fellow employees) are committed to doing quality work.
    • I have a best friend at work.
    • In the last six months, someone at work has talked to me about my progress.
    • This last year, I have had opportunities at work to learn and grow.
    Copyright © 1993-1998, 2007 Gallup, Inc. All rights reserved.
  • Cohort Learning Vehicle for Employee Engagement
    • Penn Medicine Academy employer-sponsored degree/certificate completion programs in the workplace
      • Faculty in Residence to promote relevance of educational coursework with key challenges and strategic initiatives in the workplace;
      • Increase access to senior executives in teaching/learning process;
      • Increase affiliation with the organization by provides opportunity to express opinions and share ideas through learning forum;
      • Link educational experience with professional development network.
  • Creating Alliances to Support Learning Enterprise
    • Establish Qualifying School in the workplace providing prerequisite coursework to qualify for schools of nursing and allied health;
    • Provide associate of applied science degree preparing staff and community residents for high turnover Access roles in the workplace (e.g. Patient Service Representatives, Practice Management);
    • Collaborate in the Mayor’s Office initiative, “My Degree Now” for increasing degree completion of Philadelphia residents;
  • Creating Alliances to Support Learning Enterprise
    • Extend participation to workplace degree completion programs to family members and qualified community residents—as part of talent acquisition/pipeline strategy.
    • Seamless transitions to baccalaureate completion opportunities in the workplace.
  • From Benefit to Investment
    • CAEL has applied these key principles in our healthcare work. We start with helping employers determine where to focus resources.
      • Assess your workforce and learning needs
      • Document positions where you have shortages, where you expect growth and where you see new roles emerging
      • Identify underperforming areas of your workforce
  • Target the Programs
    • Shape a learning program targeted to the needs of your organization
    • Define skills and competencies needed for the position
    • Outline the career pathway beyond the initial job
  • Polling Question
    • What are your most important criteria in choosing an education partner? (choose all that apply)
      • Flexibility in scheduling and location
      • Understanding of the healthcare environment
      • Accreditation to grant recognized certification
      • Ability to deliver customized, on-site programs for credit
      • Cost
  • Find an Education Partner
    • Identify a partner who…
    • Offers flexible schedule and location
    • Offers credit for prior learning
    • Involves staff from your organization as faculty
    • Provides appropriate certification
    • Customized on-site programs
  • Communicate with Your Employees
    • Share information about new learning opportunities to prepare for growth and advancement
      • Let them know what the organization provides and what is their responsibility
    • Offer advising to help them choose the right career pathway
    • Reach out to employees through multiple modalities, including web-based and in person communication
  • Measure
    • Set clear goals and measure progress against them on a regular basis.
    • Determine metrics at the outset, using indicators like an increase in retention
    • Track and publicize advancement of employees along career path
  • Resources for You
    • TAPwire newsletter ( www.cael.org/tuition.htm )
      • Quarterly on-line newsletter; provides information on how to manage tuition programs more effectively
    • Case Studies and Information ( www.cael.org )
      • Healthcare Career Lattice Toolkit
      • Verizon Wireless: Getting ROI From TAP
      • Examining Strategies and Trends in Education Assistance
      • Real Market Price of Tuition
      • CEO Council for Growth: Strategies for Talent Management
    • Contact Information
      • Judy -- [email_address]
      • John --- [email_address]
      • Phyllis – [email_address]