Strategies to Attack Workforce Challenges in 2016
•Download as PPTX, PDF•
1 like•638 views
Workforce shortages, high turnover rates, wage pressures and Payroll-Based Journal reporting mandates have long-term care and senior living providers focused on getting staffing right. Tackle these issues head-on with best practices that will help drive your success in 2016.
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Similar to Strategies to Attack Workforce Challenges in 2016
Similar to Strategies to Attack Workforce Challenges in 2016 (20)
More from OnShift
More from OnShift (10)
Recently uploaded
Recently uploaded (20)
Strategies to Attack Workforce Challenges in 2016
- 1. Strategies to Attack Workforce Challenges in 2016 Moderator: James M. Berklan Editor McKnight’s Long-Term Care News & McKnight’s Assisted Living Presenter: Mark Woodka CEO OnShift Presenter: Irene Fleshner RN, MHA, FACHE Principal, Reno, Davis & Assoc. Inc. SVP Strategic Nursing Initiatives, Genesis HealthCare
- 2. Before we start • Audio problems? Please first check the volume control on your machine. If problems persist, click on the Help button “?” at the upper right of the player. (Also, note that there is no call-in number. Sound comes from the computer speakers.) • Today’s slide deck will be emailed directly to you as a follow-up bonus after the presentation. It is not available now but will be emailed afterward. • To submit a question for discussion, click on the button and type in what you want to ask — at any time, starting now. Sponsored by
- 3. Workforce Focus In 2016 Employee engagement & retention Finding qualified candidates Managing labor costs Career development Scheduling to resident needs Hiring process improvement Government reporting compliance
- 4. Attacking Major Challenges Wage Pressures 2.5M Journal Workforce Shortage 44.4%Direct Care Turnover1 Payroll Based July
- 6. The Millennials Are Here
- 7. “By 2025, Millennials will dominate the workforce, perhaps as much as 75 percent so we’re going to have to figure out what they expect, and what we can do to attract them to our organizations and keep them there.“ - Post Acute Care Executive
- 8. And They Are In Your Communities 77.94% 16.55% 5.52% Millennials Generation X Baby Boomers * “Workforce Insights” OnShift & McKnight’s Long-Term Care News, 2016
- 9. 65.00% 35.00% No Yes Are You Adapting? * “Workforce Insights” OnShift & McKnight’s Long-Term Care News, 2016
- 11. Who Are These People?
- 13. They’re Doing Research 12 14 16 13 Nursing Allied Healthcare Physician Other Healthcare Number of different resources used before applying to a job * CareerBuilder 2015 Candidate Behavior Study
- 14. Your Brand Matters • HR & marketing must work together – Employee referral program – Include the benefits of working at your organization on social feeds • Organization events • Community outreach – Track top talent in your organization & recruit to be brand ambassadors • Post reviews to Glassdoor – Sell sheets to attract candidates
- 15. Simplify Applications • Most employers use long applications to eliminate unserious candidates – 40% of recruiters have not tried to apply for a job they have posted • Today’s jobseekers prefer brief and simplified application processes – 60% of candidates have quit an online application mid-process due to its length and complexity “Almost anyone with the right attitude can train for competency.” Blair Minton, President, RPM Management * “How Candidate Experience is Transforming HR Technology,” which was conducted by Harris Poll on behalf of CareerBuilder, 2014
- 16. Go Mobile For More Candidates • Initial applications should take 1 – 2 minutes • 45% of healthcare employees have searched for jobs on a mobile device • Yet 90% of employers don’t feel they are missing out on quality candidates by not having mobile friendly applications * CareerBuilder/Harris Mobile Recruitment Survey, 2013 & 2014
- 17. Become Transparent • Set “day in the life” expectations • Provide salary range • Identify scheduling expectations
- 18. Finding The Right Fit • Behavioral based questions – Answers to open ended behavioral based questions will help predict future behaviors – Listen more than you speak – Allow periods of “awkward silence” • Profile assessments – Peer benchmarks • Gain perspective from all angles – Include different roles in interview • Their manager, coworkers and those they will serve
- 20. Largest Expense Getting Larger • Proposal to increase minimum pay threshold for overtime-eligible workers – From $455/wk to $970/wk ($23,660/yr to $50,440/yr) • Minimum wage on the rise – LA & NY mandates minimum wage of $15/hr by 2020 – 14 states raised their minimum wage in 2016 Wage Increase Study • 110 unit AL with 55 FTEs • Increased entry-level wage by $1.50/hr Results • 10.2% Increase in annual payroll • 4.5% Increase in total expense • 3.4% decrease in net operating margin
- 21. Implement Data-Driven Processes • Identify key cost control metrics: – Labor budget adherence – Overtime management – Staff satisfaction – Hiring costs – Operational efficiencies • Speed & timely analysis of data is key for success – Predictive analytics is ideal – Real-time information is a must – Historic data has little value • Integration of disparate staffing systems is important “Measurement is the first step that leads to control and eventually to improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.” - H. James Harrington
- 22. Focus On Daily Staffing Levels • Benchmark staffing levels against budget/Five Star Quality Rating • Evaluate staffing requirements every shift – Allow for activity and manage like an employee absence • Get good at flexing – Alert management when approaching staffing risk
- 23. Get Predictable & Flexible • Adjust staff as needed – Cancel shifts or call in staff as needed – Re-allocate staff to direct care positions – be sure this is documented • Correlate labor staffed to needs based on estimated future census • Keep overtime top of mind
- 24. Control Your Overtime • Set an OT target: 2-3% • Eliminate OT built into schedules • Look out for clock riders – Compare punch ins/outs with schedule • Mix of part-time/full-time workers • Consider OT when filling call-offs • Set OT approval process 14.35% 36.71% 48.94% 0 - 2% 3 - 5% 6% or more * “Workforce Insights” OnShift & McKnight’s Long-Term Care News, 2016
- 25. Significant Cost Savings Overscheduling Reduction Annual Savings, Single Facility (100 beds) .1 PPD $75,600 .2 PPD $151,200 Overtime Rate Reduction % Annual Savings, Single Facility (100 beds) 1% $24,000 – $60,000 5% $120,000 - $300,000
- 26. “What proved to be even more exciting was that I turned around and reinvested $1.8 million of those dollars back into the centers’ staffing models to enhance my nursing hours per patient day and increase my professional nursing staff mix.” Dale Zaletel, Senior Operations Consultant, Post-Acute Strategist & Former CEO of Lexington Health Network
- 28. Impact Of Employee Turnover Resident/customer satisfaction Quality care & service Efficiencies within the community Staffing level compliance Labor costs Coworker satisfaction & turnover * “Workforce Insights” OnShift & McKnight’s Long-Term Care News, 2016
- 29. Engagement vs Satisfaction • Are they the same? – Employee Satisfaction: A measurement of an employee’s “happiness” with current job and conditions; it does not measure how much effort the employee is willing to expend – Employee Engagement: A measurement of an employee’s emotional commitment to an organization; it takes into account the amount of discretionary effort an employee expends on
- 30. Engagement Pays Off • Lower turnover – 18% engaged employees vs. 49% disengaged • Lower absenteeism • 147% higher earnings per share Engaged employees lead to higher Service & Quality Employee Productivity Customer Satisfaction Employee Retention Company Profit
- 31. Keep Employees Engaged • Profit sharing • Rewards & incentives – Awards program • $200/refer a friend • $1,000/refer a resident • Sports tickets, gift cards, etc. • Have the fortitude to move along those who are disengaged • Senior leadership town hall meetings with associates – Supervisors not in the room National Research Corp. SNF with a high rate of employee satisfaction have fewer survey deficiencies and a higher Five Star quality rating Top 2 drivers of resident and family recommendation are both related to employees — care (concern) of staff and competency of staff
- 32. Create a Mentor Program • Mentors – Not necessarily the most senior person • Honor to be a mentor – Involved in hiring, onboarding, ongoing education • Certify mentors
- 33. • Comprehensive orientation • Associate care programs • Flexible PTO policies • Volunteer opportunities • 401k with matching and 60-day vesting Adopt Employee-Centric Practices “Worker-centric policies contribute to engagement and profits.” - Workplace Options Research
- 34. Employee Schedules • Give staff more control over their schedule – Identify work preferences & availability • Make scheduling transparent • Offer convenient, mobile access • Work in repeatable schedules
- 35. Proven Success • Overview – 9 communities in NC, FL, SC, GA, IN • Strategic Priority 1. Improve Employee Satisfaction 2. Staffing Visibility Across Communities 3. Labor Cost Management • Top Issues – Scheduling was a top employee complaint at each community – Manual process was inefficient and caused confusion among staff – Labor costs were managed based on historic data Results • Improved staff satisfaction – Turnover decreased by 15.6% – Scheduling is no longer a top complaint – Call-offs decreased for 2 straight years • Five Star Quality Rating – Average increase from 3.5 stars to 4 stars • Greater efficiencies – Call-off fill time has been reduced by 50%+ – Time spent scheduling has been reduced by 75%+ • Reduced labor costs – Saved $300,000 annually by monitoring punch variances
- 37. Payroll-Based Journal • Quarterly electronic staffing & census data • Full implementation by July 1st, 2016 • Believed to be used in Five Star Quality Ratings in 2018 Focus On Staffing Transparency “The inclusion of verified staffing information based on payroll data is especially important, as staffing levels are often the best proxy for quality.” Cheryl Phillips, M .D . Senior Vice President of Public Policy and Advocacy, LeadingAge
- 38. Payroll-Based Journal Submission Details • Direct care worker information – including agency & contract workers – Unique ID – Hire & termination date – Pay type code (Non-exempt, Exempt, Contract) • Daily hours worked by employee – Include job title code for services provided • 37 codes have been provided by CMS • Census on the last day of each month, broken down by primary payer (Medicaid, Medicare, Other) All staffing hours worked must be able to be verified through payroll, invoices and/or tied back to a contract
- 39. • Identify & classify all direct care staff in accordance with CMS codes • Assign primary role for each employee & shift • Define data collection processes – Contract & agency work – Corporate staff at a community – Salaried staff • Understand what hours count, what doesn’t – Ex. If a salaried employee works 10 hours but is only paid for 8 hours, only 8 hours should be submitted • Conduct an internal audit Get PBJ Ready
- 40. Meet PBJ staffing regulations Eliminate data gathering complexities Improve reporting accuracy with checks and balances Coming Soon OnShift Payroll-Based Journal Reporting Our PBJ software and our post- acute care staffing experts will: • Set up data collection processes • Gather staffing information – including contractor & agency hours • Highlight potentially missed staffing hours • Simplify the submission process
- 41. Utilize Technology • Too many moving parts with information in multiple systems to do this all manually: – Integrate hiring, scheduling, time- clock, clinical systems • Software can provide the needed insight to get predictive & proactive: – Identify positions to hire – Meet PBJ/Five Star staffing goals – Automate scheduling & labor management – Staff to resident need, acuity levels
- 42. QUESTION & ANSWER Mark Woodka CEO OnShift Irene Fleshner RN, MHA, FACHE Principal, Reno, Davis & Assoc. Inc. SVP Strategic Nursing Initiatives, Genesis HealthCare
- 43. Learn More About OnShift • Best Practices & Information – Staff Scheduling – Payroll Based Journal – Hiring – Workforce Analytics OnShift.com
- 44. To view this webinar on demand, please visit www.mcknights.com/January28webinar Thank you for attending Sponsored by
Editor's Notes
- Recent survey conducted with McKnight’s ranked top workforce initiatives for long-term care and senior living professionals. They were: Employee engagement and retention Finding qualified candidates Managing labor costs Career development Scheduling to resident/patient needs Hiring process improvement Government reporting compliance
- Recent survey conducted with McKnight’s ranked top workforce initiatives for long-term care and senior living professionals. They were: Employee engagement and retention Finding qualified candidates Managing labor costs Career development Scheduling to resident/patient needs Hiring process improvement Government reporting compliance
- Millennials are now the largest workforce in the US and that trend will continue. The industry needs to pay attention and adapt
- OnShift survey with McKnight’s asked: What generation would you consider the majority of your organization’s most recent hires Millennials – 77.94% Generation X – 16.55% Baby Boomers – 5.52%
- OnShift survey with McKnight’s asked: Has your organization changed or adopted new practices in order to attract and/or accommodate Millennials? Yes – 35% No – 65%
- http://www.daytondailynews.com/news/business/walmart-to-give-pay-raises-to-most-of-its-workers/np8fC/ Walmart is giving raises to the vast majority of its U.S. employees as part of the world’s largest retailer’s previously announced investment in its workforce. The move comes as it seeks to hold on to workers in an increasingly competitive market. Wal-Mart Stores Inc. last week said more than 1.2 million U.S. hourly workers will get wage increases on Feb. 20. The company, the largest U.S. private employer with 1.4 million total workers, also said it will provide free, basic short-term disability to full-time hourly workers. And it will start allowing workers to accrue paid time off as they earn it Last February, Walmart announced that it would raise base employee wages for 500,000 workers to $9 an hour last year, with plans to move it to $10 per hour, next month. The company also said new entry level workers hired after Jan. 1, 2016 would start at $9 per hour, but move to at least $10 an hour after completing a six-month training program. Then last June, Walmart said it would raise starting wages for more than 100,000 U.S. department managers.
- Millennials are: Want their work to MATTER Desire flexibility – a work/home-life balance Multiple paths to reach a leadership position Expect feedback often Rely on technology 85% of the 53.5 million Millennials in the workforce own smartphones Millennials ranked their smartphones as more important than deodorant or toothbrushes
- According to CareerBuilder 2015 Candidate Behavior Study The number of different resources used on average before applying to a job Nursing – 12 Allied healthcare – 14 Physician – 16 Other Healthcare – 13
- These tips came out of the SHINE panel discussion: Mark Heston – LCS – hired Millennials to help with their social media strategy and it has helped Tommy Cromer – Commonwealth Senior Living – works with Marketing to get brief social posts that highlight benefits of working there Tommy Cromer – Commonwealth Senior Living – tracks top talent and recruits them to write social reviews (Glassdoor) Audience (I believe Silverado) – makes sell sheets that highlight their company culture and benefits for working there
- These tips came out of the SHINE panel discussion: Mark Heston – LCS – hired Millennials to help with their social media strategy and it has helped Tommy Cromer – Commonwealth Senior Living – works with Marketing to get brief social posts that highlight benefits of working there Tommy Cromer – Commonwealth Senior Living – tracks top talent and recruits them to write social reviews (Glassdoor) Audience (I believe Silverado) – makes sell sheets that highlight their company culture and benefits for working there
- While many of the financial challenges that healthcare organizations face today are out of their direct control, leaders can take simple steps to exert control over one of the most significant cost centers: labor. Those that implement a data-driven action plan and acquire the right tools to do the job understand that working smarter not harder puts them in the best position to increase workforce capacity and productivity, assure both patient and employee satisfaction, and deliver cost-effective, high-value care.
- OnShift survey with McKnight’s asked: Average Overtime Within Your Organization (responses limited to skilled nursing) 0-2% - 14.35% 3-5% - 36.71% 6% or more – 48.94% (specifically 6-8% - 26.35%, 9-10% - 12.71%, 11%+ - 9.88%)
- Companies with an average of 9.3 engaged employees for every actively disengaged beat their competition by 147% EPS (Gallup) Gallup: Only 29% of American workers are engaged in their jobs. Another 18% of employees are actively disengaged.
- Selecting a mentor – most seniority is not necessarily the best – can go terribly wrong if based on seniority
- Senior Living Communities set out to improve staff stability by building a culture that listens to and supports employees. Senior Living Communities realized that to build and sustain this culture, it needed continuous corporate support to drive employee-based initiatives. Because of this they added a Vice President of Talent Management position to the executive team. This role’s sole purpose is to improve employee relations and serve as an employee advocate ensuring staff across all Senior Living Communities properties are respected, valued and heard. 85% of time is devoted to employee engagement Train, consult and advise managers on engagement and conflict resolution Employee appreciation meals, celebrations, nurse’s week, etc. Communicate benefit packages Continuous staff feedback sessions Rank issues Put a plan in place to address Execute! In addition, Senior Living Communities has supported this initiative by addressing their staff scheduling practices, which was a 3 complaints for each Senior Living Communities property. Further evaluation uncovered that staff felt that their manual, pen-and-paper based scheduling processes were cumbersome, inconsistent, and lacked proper communication of and visibility into assignments and open shift opportunities. Senior Living Communities partnered with OnShift to address these issues through more effective and efficient scheduling and labor management by providing staff: Scheduling Consistency & Control to help create more desirable work schedules quickly and easily create repeatable employee rotations empower employees with the ability to request open shifts & fill-ins, submit PTO, and set their own shift availability and communication preferences Equal Opportunity to Fill Open Shifts Schedulers instantly and simultaneously notify all staff members who are available and qualified to work open shifts – giving staff equal notice and opportunity to respond and work that shift Visibility and Communication into their schedules Staff now use a mobile app to manage their schedule and receive notifications and reminders from Senior Living Communities. For example, they offer complimentary health screening on an annual basis as part of our insurance program. They provide this to all employees regardless of whether they enroll in our insurance or whether they are full or part time. We use OnShift to announce the screening dates and send reminders. Schedulers and management get proactive alerts of potential employee overtime and punch variances to correct before they incur unnecessary excess cost Senior Living Communities has also instituted a well-received policy that rewards full-time hourly workers for the time that they work with personal time off (PTO). This program allows staff members to accrue PTO for each and every hour they work. The calculation is based on an employee’s years of service: First year of service receives 4 minutes and 51 seconds per hour worked. This equates to 21 annual days accrued at 40 hours worked per week. Second through fourth year of service receives 6 minutes and 0 seconds per hour worked. This equates to 26 annual days accrued at 40 hours worked per week. Five or more years of service receives 7 minutes 9 seconds per hour worked. This equates to 31 annual days accrued at 40 hours worked per week. This PTO program provides unique benefits to staff members including the ability to: Accrue unlimited PTO Carry over all accrued PTO year to year Trade in PTO for cash payments Results: Improved staff satisfaction Turnover decreased by 15.6% Scheduling is no longer a top complaint Call-offs decreased for 2 straight years Five Star Quality Rating Average increase from 3.5 stars to 4 stars due to improved consistency in staffing and adherence to their labor budget Greater scheduling efficiencies Call-off fill time has been reduced by 50%+ Time spent scheduling has been reduced by 75%+ Reduced labor costs Saved $300,000 annually by monitoring punch variances
- New Slide