2. Agenda
•
Achieving Alignment in an
Integrated Model:
The Phoebe Putney Story
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•
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•
Making Talent Strategies an
Executive Priority
Overcoming Middle
Management Resistance
Focus on Culture &
Engagement
Making Talent a Competitive
Advantage
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•
•
•
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Joel Wernick is President
and Chief Executive Officer
of Phoebe Putney Health
System in Albany, Georgia.
Create Larger Talent Pools
Drive Greater Selectivity
Hire for Innovation
Require New Necessary Skills
Embrace New Technologies &
Rigorous Processes
Metrics to Receive from HR
Jill Schwieters is President
of Pinstripe Healthcare,
the leader in providing talent
solutions to the healthcare
industry.
3. Learning Objectives
• The importance of executives taking a lead role in
the evaluation of hiring practices.
• The metrics and measures HR leaders should be
reporting to executives to measure the impact of a
highly functioning workforce.
• Common pitfalls to avoid and change techniques to
embrace to successfully transform an organization’s
workforce to meet the new demands of healthcare.
4. The Phoebe Putney Health System Story
ACHIEVING ALIGNMENT IN AN
INTEGRATED MODEL
5. History of Phoebe Putney, Albany’s First Hospital
• In 1905, the Ladies Hospital Aid
Association envisioned a hospital in
Albany, Georgia.
• Phoebe Putney Memorial Hospital
opened its doors in 1911 thanks to a
substantial gift from Judge Francis
Flagg Putney.
• He required three things:
– the hospital be constructed of brick to
withstand fire;
– it be named for his mother;
– it serve all people regardless of their
race or ability to pay.
7. Phoebe Putney Health System, Inc.
Hospital
Authority
Phoebe Putney
Memorial Hospital
Phoebe
Foundation
Phoebe
Worth
Medical
Center
Phoebe
Putney
Indemnity
SPC
Health
Ventures
(Taxable)
8. All Healthcare is Local
Phoebe’s
growth
strategy
addresses
local access
to care and
regional
capacity.
13. Annual Statistics FY 2011
Inpatient Admissions
EC Visits
Clinic Visits
ConvenientCare Visits
Home Health Admissions
Employees
21,298
90,971
583,150
38,911
58,876
4,600
Annual Payroll
Charity/Indigent
Total Community Benefits
$233.6 million
$27.6 million
$136.4 million
14. Phoebe Talent Statistics
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•
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5,154 total system employees
Annual vacancy: 3.95%
Annual total applications: 27,374
Average time to fill: 54 days
Turnover rate: 7.66%
15. How Phoebe Putney Did It
• Prioritized Talent Strategies
• Overcame Middle Management Resistance
• Focused on Culture & Engagement
• Made Talent a Competitive Advantage
17. Operating in a Post-Reform Industry
Cost reduction
opportunity
REVENUE
Medicare
Commercial
COST
State DSH
Medicare DSH
Medicaid
COST
REVENUE
All cases
at
Medicare
Rates
19. HR Outsourced Services at Phoebe
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Pension Management/Actuary
Legal (EEOC, Labor Relations, etc.)
Payroll
Leadership Development
Executive/Physician Recruitment Search
Why not traditional staff recruitment?
20.
21. Areas of Focus
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Economies of size
Economies of association
Best practice system-wide (quality/operations)
Information system investment
Pre-position for managed care changes (no risk)
Talent management
Enhanced quality/value outcomes
22. Phoebe Putney Health System & Pinstripe Healthcare in Partnership
MAKING TALENT A
COMPETITIVE ADVANTAGE
25. Investment in Talent
40%
of an organization’s costs are directly attributed to Labor. - Aberdeen
$35,000
The average annual productivity cost of a disengaged employee.
- Harvard University Press
$1 million
The estimated cost savings to a healthcare organization that
increases annual retention one percentage point. – ASHHRA
26. Techniques to Successfully Transform
• Create Larger Talent Pools
• Drive Greater Selectivity
• Hire for Innovation
• Require New Necessary Skills
• Embrace New Technologies & Rigorous Processes
29. Example Employer Value Proposition
What makes Allstate a great place to work?
• A company that is innovative, successful and
community minded
• Leaders who inspire, build trust and empower
employees to achieve optimal performance
• An environment where employees feel valued and
rewarded
31. Making the Hard Decisions
How much more does a high performer generate annually than an average performer?
Increased
productivity
in operations
roles
Increased
profit in
management
roles
Increased
revenue in sales
roles
Source: McKinsey & Company
32. Screening for Cultural Fit
Lack of “fit” – not lack of skills – remains the most
common reason that new employees fail.
Are your recruiters:
• Trained to ask relevant, behavioral-based, openended interview questions?
• Leveraging cultural fit surveys or assessments?
• Trusted to give expert guidance to hiring managers?
34. Formula for Fostering Innovation
People
Collaborative
Customer Service Driven
Processes
Systematic
Flexible
Innovative Ideas
& Results
Challenges
Take smart risks
Culture
35. Focus on People First…
Discovery-driven
Delivery-driven
• Associating
• Questioning
• Observing
• Idea Networking
• Experimenting
• Analyzing
• Planning
• Detail-oriented
• Implementing
• Self-disciplined
Different
Talents
in Balance
36. …Then Give Them the Tools to Succeed.
People
• A workforce that
focuses on:
– Service
– Teamwork
– Technology
Processes
• Truly embracing
integrated care
– Removal of silos
– Understanding
indicators
– Efficiencies
Culture
• Customer-service
Oriented
– Teamwork
– Communication
– Patient-centered
– Development
37. Assessing Candidates
Common Current Practice
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Performance History
Educational Background
Knowledge Areas
Tactical Abilities
Certifications/Licensure
Likeability
Job Search Motivation
Necessary Next Practice
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All of those, and:
Cultural Fit
Workplace Motivators
Adaptability to Change
Coach-ability
Customer Service Skills
Openness to Innovation
39. New Requirements of Healthcare Talent
Passionate &
Engaged
Technology
Oriented
Team Players
Adaptability
to Change
Sense of
Urgency
Critical
Thinkers
Patient
Centered
40. Human Resources Bringing New and Next Best Practices
EMBRACE NEW TECHNOLOGIES
& RIGOROUS PROCESSES
41. High Tech to Accelerate Results
Analyze
Attract
• Skills Inventory
• Supply/Demand Research
• Active & Passive Sourcing
• Talent Campaigning
• Social Recruiting
Assess
• Automated Scheduling
• Online Assessments
Engage
• Customized Workflow
• Centralized Processes
42. Comprehensive Talent Acquisition Management
Attract
Capture
SEO
& PPC
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Craigslist
Job
Distribution
Social
Networks
Email
&RSS
Viral
Marketing
Employee
Referrals
Repeat
Visitors
Interact
Measure
Talent Community
(CRM)
Alerts &
Updates
Social
Media
Career
Site
Job Marketing
Candidate Experience
Apply Starts/Drop Offs
Visitor Details
RSS Subscribe
Passive Candidates
Higher Conversion
Member
Profiles
Member
Campaigns
Automatic
Job Alerts
RSS Job
Distribution
Talent
Pipeline
Social
Applications
Applicant Tracking
System
Social
Strategy
CRM/
Sourcing
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Visitor Intelligence
Keyword Rankings
Candidate Demographics
Social Network Monitoring
Source Tracking
Campaign Tracking
Cost Per Applicant
43. Resource, Infrastructure & Technology Costs
Recruitment Team Models
Internal Team with
Contingent Support
Build Internal
Recruitment Team
Hybrid / Shared Internal &
External Recruitment Team
External
Recruitment Partnership
Flexibility & Scalability
44. Recruitment Partnership Adoption
43% of healthcare organizations are investing in RPO
as a way to improve efficiencies, stay compliant, and
provide a more effective way to identify quality hires.
- Aberdeen Group (2012)
Other
Industries
Joel & Phoebe
47. Quality &
Culture
• Time to Productivity
• Turnover/Cost Per Vacancy
• Employee Engagement
Efficiency &
Effectiveness
• New Hire Satisfaction
• Hiring Manager
Satisfaction
• Time to Fill
• Requisition Aging
• Leadership Productivity
48. Leadership Productivity
Active Candidates
3069
Leader Involvement Ratio
3.9:1
Recruiter
Interviews
772
2.9:1
Hiring Leader
Interviews prior to Offer
262
2.2:1
Accepted Offers
119
*Actual Results for Phoebe Putney, January 2013
Leader
involvement
prior to
partnership
25.7:1
50. With Great People and Great Care
…Healthcare Organizations Achieve:
MORE ENGAGED EMPLOYEES
DEEP-ROOTED CULTURES
LASTING PATIENT RELATIONSHIPS
QUALITY OUTCOMES
51. Questions For Self-Reflection
Is your HR Team…
• Partnering with Marketing?
• Effectively playing the role of Talent Gatekeeper?
• Fostering a Culture of Change?
• Flexibly adapting their practices to address your new
needs or challenges?
• Knowledgeable about what’s coming next?
• Making proactive decisions based on metrics?
54. Joel Wernick & Jill Schwieters
OPEN FOR FURTHER DISCUSSION
55. Thank You & Please Connect!
Joel Wernick
President & CEO
Phoebe Putney Health System
(229) 312-4053
jwernick@ppmh.org
phoebeputney.com
Jill Schwieters
President
Pinstripe Healthcare
(414) 559-2534
jschwieters@pinstripe.com
pinstripehealthcare.com
56. Bibliography
Navigating Healthcare’s Perfect Storm - Pinstripe Healthcare Manifesto, Jill Schwieters (2012)
Get it Right to Get Results: Creating the Business Case for RPO, Pinstripe Healthcare (2012)
War For Talent, McKinsey & Company (1997, 2001, 2010)
RPO in Healthcare: Improving Quality and Staying Compliant, Aberdeen Group (2012)
