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Building The Best Staff Keeping Them
 

Building The Best Staff Keeping Them

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    Building The Best Staff Keeping Them Building The Best Staff Keeping Them Presentation Transcript

    • Building & Keeping the Best Staff Retention Strategies for the Real World Jeanne Supin, MA, NCCBH Consultant & Watauga Consulting Terry Haru,PhD, Heritage Behavioral Health Center
    • Session Objectives Learn what the best research says about retaining excellent staff Explore how this relates directly to your staff and your organization Develop concrete strategies to apply back home
    • World Café World Café is a method for creating dynamic conversations, sharing knowledge, and exploring strategies around questions that matter to you and your work.
    • World Café Etiquette FOCUS on what matters CONTRIBUTE your thinking SPEAK from your mind & heart LISTEN to understand LISTEN TOGETHER for insights, patterns & deeper questions PLAY, DOODLE, DRAW – write on the tables HAVE FUN! The World Café Resource Guide, by Juanita Brown (2002)
    • Discussion Introduce Yourselves. Why Are You Here?
    • Turnover Trends in Behavioral Health Turnover rates for case management and paraprofessional staff can be as high as 30-50% Turnover rates for clinical staff can be 20-30% Recruitment of specialty clinical staff is difficult, to say the least Psychiatrist recruitment is extremely difficult
    • Losing Staff Affects … Client & family engagement Continuity of care Service capacity Financial bottom line
    • Calculations Direct cost to fill a $60,000 job ranges from $9,777 to $49,000 Other studies suggest replacing an employee can cost (direct & indirect) more than 3 times the annual salary
    • Direct Costs Placement, advertising fees Interview costs Hiring, bonus, relocation costs Training cost Administrative expenses
    • Indirect Costs Care discontinuity Learning curve Lost revenue due to Staff stress vacancies Organizational image Lost training & experience “Ramp up” time
    • General Turnover Trends Unemployment rate is only very slightly higher (5.4%) than in the boom years in late 1990’s (4.6 average) Baby Boomers will begin retiring in 2011, with likelihood many will retire early (60% by age 62) Estimate a skilled labor gap crisis will begin 2005 Source: John Izzo & Pam Withers, Values Shift: The New Work Ethic and What it Means for Business
    • Additional Changes in How Employees Perceive Work Work is no longer considered the primary focus of one’s life Paradox: employees also want their work to be meaningful and offer real fulfillment Employees are more committed to their own work, their own professional growth & development than to an organization
    • "In these days of talent wars, the best way to keep your stars is to know them better than they know themselves – and then use that information to customize the careers of their dreams” Timothy Butler and James Waldroop, Job Sulpting – The Art of Retaining Your Best People, Harvard Business Review, Sept/Oct 99
    • Change Tables! 1. Three people from each table find new, different tables to join. 2. A host remains at the original table to share the table’s history with its new participants. 3. Once settled, please … Introduce yourselves Briefly share your thoughts, insights, learnings from your previous group
    • Discussion Why do staff leave your organization? Why do they stay?
    • Gallup Organization Research Authors Marcus Buckingham & Curt Coffman 25 years worth of interviews 1,939 workgroups in 26 organizations, 21 industries around the world Over 1 million workers First Break All the Rules: What the World’s Greatest Managers Do Differently (Simon & Schuster, 1999) Q12
    • Most Important Variable in Productivity & Retention Assuming reasonably competitive pay, the most important productivity & retention variables is: NOT pay or benefits NOT commitment to the mission It’s the quality of the relationship between employees and direct supervisors
    • Not Pay & Benefits? Pay, benefits, senior management & org structure were initially on the list but dwindled under analysis They are important, but they are equally important to all employees – good, bad, mediocre According to the Gallop research, competitive pay & benefits will get you employees but they won’t encourage the great ones to stay
    • Gallup Organization Q12 1. I know what is expected of me at work. 2. I have the materials & equipment I need to do my work right. 3. At work, I have the opportunity to do what I do best every day. 4. In the last seven days, I have received recognition or praise for doing good work.
    • 5. My supervisor, or someone at work, seems to care about me as a person. 6. There is someone at work who encourages my development. 7. At work, my opinions seem to count. 8. The mission or purpose of my company makes me feel my job is important.
    • 9. My fellow employees are committed to doing quality work. 10. I have a best friend at work. 11. In the last six months, someone at work has talked to me about my progress. 12. This last year, I have had opportunities at work to learn and grow.
    • High Scores Mean Higher: Productivity Profit Employee retention Customer satisfaction
    • Specific Retention Questions 1. Do I know what is expected of me at work? 2. Do I have the materials & equipment I need to do my work right? 3. Do I have the opportunity to do what I do best every day? 5. Does my supervisor, or someone at work, seem to care about me as a person? 7. At work, do my opinions seem to count?
    • These 5 questions are most directly influenced by managers, not companies. Employees stay with or leave managers, not companies They may join your organization because it’s the type of work they love, but they stay because they have a great boss.
    • McKinsey & Company “War for Talent 2000” Surveyed 6,900 corporate officers, top executives, midlevel managers 56 companies
    • McKinsey’s 7 Talent Imperatives 1. Talent mindset at all levels 2. “Extreme Employee Value Propositions” – compelling reasons why someone wants to work for you (great organization, leaders, job & attractive compensation) 3. High-performance culture that combines strong performance ethic and open & trusting environment
    • 4. Recruit great talent continuously 5. Develop people to their full potential 6. Make room for talent to grow 7. Focus on retaining high performers “War for Talent II: Seven Ways to Win,” Fast Company, January 2001
    • John Izzo & Pam Withers Values Shift: The New Work Ethic and What it Means for Business Studied 200 companies Not just typical dissatisfaction, Profound culture shift in which people are asking themselves fundamental questions about what they want from their work
    • Six Suggestions 1. Proactively offer meaningful ways to improve work / life balance & synergy 2. Actively promote sense of deeper cause 3. Promote & support professional growth & development 4. Treat employees like partners 5. Create community in the workplace 6. Maintain mutual trust
    • Some Results Izzo & Withers found staff turnover falls up to 50% when employees are offered benefits like child-care subsidies, elder-care programs, flexible hours Productivity increases about 20% after organizations implement work/life balance programs Source: John Izzo & Pam Withers, Values Shift: The New Work Ethic and What it Means for Business
    • Discussion Now that you’ve heard the research, how might your answers be different about why your staff stay and why they leave?
    • Discussion Based on the research, list all the things about your organization (your structure, your practices, your leadership, your managers, your culture, your pay …) that might cause staff to leave.
    • Most research about employee retention and excellent performance shares the following common themes.
    • Employee Themes: Reasonable compensation Ability to do excellent work Professional & personal integration and synergy Strong relationships Sense of meaning
    • Organizational Themes Demonstrated alignment between vision, mission, values and everything else! Highest quality Performance excellence Successful infrastructure Strong relationships Sense of meaning
    • Employee Themes
    • Reasonable Compensation Reasonable related to industry and community comparisons Does not have to be the highest but has to be within an acceptable range Assuming “reasonableness” it really isn’t the most important variable for retention & performance excellence
    • Ability To Do Excellent Work: Am I the best fit for my job? Do I know what’s expected of me? Do I have everything I need? Can I do my best every day? Can I achieve the best possible results? Can I grow and develop professionally?
    • Professional & Personal Integration and Synergy Can I align my professional and personal values? Can I take care of both my professional and personal responsibilities, goals, desires? Does someone care about me at work? Can I find a sense of community at work?
    • Strong Relationships Do I have a great supervisor? Do my opinions seem to count? Can I help make improvements? Do I trust others in the organization? Do I believe the organization has a culture of honesty? Can I be honest and trustworthy?
    • Sense of Meaning Does my work feel meaningful? Does my work lift my spirit and fill my soul?
    • Change Tables! 1. Three people from each table find new, different tables to join. 2. A host remains at the original table to share the table’s history with its new participants. 3. Once settled, please … Introduce yourselves Briefly share your thoughts, insights, learnings from your previous group
    • Discussion Considering employee themes from your own perspective as an employee … To which questions can you answer the most resounding YES! Which questions generate less enthusiasm? How do your answers affect your performance & commitment?
    • Discussion Now consider these questions from your employees’ perspectives … Where might their resounding YES! be? Where might you get less enthusiastic answers? How might their experiences affect excellent performance & retention?
    • Organizational Themes
    • Foundation is Critical Virtually all organizations have a vision, mission, and values But … few really use these as the drivers for key, explicit, measurable indicators of individual, team, and organizational performance
    • Foundation as the Driver How do we directly link our vision, mission, values to all we do and communicate this organization-wide on a regular basis? How do we demonstrate our accountability for this link? How do we continuously strengthen this link?
    • Highest Quality Do we set and strive for the highest possible quality and outcomes? Do we embrace and implement best practices in all we do? Do we live a culture of real continuous quality improvement?
    • Excellent Performance Do we recruit for the best talent? Do we ensure the best fit between employee and job? Are our expectations clear? Do we provide ongoing, meaningful feedback and valuable performance reviews? Do we spend the vast majority of our time, attention, and money on those who do excellent work?
    • Successful Infrastructure Do our policies, structures, and practices support excellent work and talent? Are we flexible, emphasizing individual strengths and quality outcomes? Do we lavish managers & supervisors with training, guidance, mentoring, support, time, and energy toward their success? Do we encourage, allow, and reward managers & supervisors to do the same with their employees?
    • Strong Relationships Do we value strong, healthy, collaborative relationships? Do our structures and practices support strong, healthy, collaborative relationships? Can employees actively participate in continuous quality improvement? Do we encourage honesty and trustworthiness? Are the top leaders honest and trustworthy?
    • Sense of Meaning Is our vision & mission clear, meaningful, and truly inspiring? Does everyone know, understand, support, and embody our vision & mission? Can our consumers, families, and employees find real meaning in what we do?
    • Change Tables! 1. Three people from each table find new, different tables to join. 2. A host remains at the original table to share the table’s history with its new participants. 3. Once settled, please … Introduce yourselves Briefly share your thoughts, insights, learnings from your previous group
    • Discussion Relating to organizational themes, where is your organization most successful? Why? Where are your organization’s most significant challenges? Why?
    • “Recipe” Review We have distributed several “recipes” that describe what some organizations have done to retain excellent employees. These are just a few examples to use as you wish. We know all of you have implemented many different strategies and there are many other examples out in the field.
    • Discussion If you could cut your turnover rate in half what would that mean for your organization?
    • Discussion What are the most challenging themes (employee or organizational) for your organization? What might you & your organization do to improve those areas?
    • Discussion – All Participants What are your improvement ideas?
    • Discussion What can you do in the next three months to initiate these strategies to improve your organization’s retention of excellent employees?
    • Discussion – All Participants Share some of the initiatives you identified at your table? What else might you take home with you? What might you need – from all of us here and/or others – to help you put these ideas in action once you get home?
    • World Café World Café is a method for creating dynamic conversations, sharing knowledge, and exploring strategies around questions that matter to you and your work.
    • Use the World Café … With groups sized 12-1200 When you have 1 ½ or more hours available If you want to get input, share knowledge, explore possibilities When you want to encourage authentic, meaningful conversations about things that matter When exploring in-depth, strategic possibilities
    • World Café Design Principles Clarify the Context Create hospitable space Explore questions that matter Encourage everyone’s contribution Cross-pollinate diverse perspectives Listen together for insights and deeper questions Harvest & share collective discoveries Have fun!
    • World Café Created by Juanita Brown & David Isaacs www.theworldcafe.com Whole Systems Associates 166 Homestead Blvd. Mill Valley, CA 94941
    • Presenters Jeanne Supin, NCCBH consultant Watauga Consulting Boone, North Carolina jeanne@supin.com 828.265.0367 Terry Haru Heritage Behavioral Healthcare Decatur, Illinois tharu@heritagenet.org 217-420-4706