Honey & Glue - Values-Based Recruiting & Retention Strategies

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Slides used by Values Coach CEO Joe Tye in a presentation for annual conference of NAPR and NALTO in Phoenix on 4-13-12

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  • When FN walked into the Scutari Barrack Hospital: There was no clean water, the floors were filthy and the air was foul, rats ran wild and the place was infested with vermin.Soldiers were bedded on blood-soiled straw, most still wearing what they wore on the battlefield.There was no nutritious food and virtually no medicines or supplies, and no money to get any.Orderlies cared only for officers, refused to empty chamber pots, and spent more time chasing nurses than caring for patients.Amputations were performed out in the open in full view of other patients. Surgeons refused to wash their hands and most of their victims died of infection.The first thing the medical director said to her was that he wanted nothing to do with Florence and her do-gooder ladies.He relented only when several boatloads of casualties appeared on the horizon and the hospital was already beyond a state of crisis.
  • Honey & Glue - Values-Based Recruiting & Retention Strategies

    1. 1. Honey & Glue Recruiting and RetainingPhysicians – and Building a Great Business – Based on Culture Joe Tye, CEO and Head Coach Values Coach Inc. Copyright © 2012, Values Coach Inc.
    2. 2. Key goals of thispresentation*…. *And all in 90 minutes! 3
    3. 3. Goal #1Help you helphospitals recruitdoctors and otherproviders 4
    4. 4. Goal #2Help you helpdoctors and otherproviders be moremarketable 5
    5. 5. Goal #3Help you helpyourself build amore productive &profitable business 6
    6. 6. But first… 7
    7. 7. Question #1When did thehealthcare crisisbegin?
    8. 8. Question #2When will thehealthcare crisisend?
    9. 9. This story… 19
    10. 10. Has a happyending! 20
    11. 11. “Brick walls are notthere to stop you, theyare there to make youprove how much youwant something.” Randy Pausch: The Last Lecture
    12. 12. 23
    13. 13. 25
    14. 14. 26
    15. 15. 27
    16. 16. 18 reasons why this“soft stuff” isimportant to youand your business… 28
    17. 17. 6 ways this will helpyou in your workwith hospitals… 29
    18. 18. Reason #1You will help thehospital establishtrust-ability 30
    19. 19. Reason #2You will helpestablish positivemutual expectations 31
    20. 20. Reason #3You can relatecultural dimensionsof quality, safety,and satisfaction 32
    21. 21. Reason #4Enhance MD-RNrelationships withinclient hospitals 33
    22. 22. Reason #5Enhance hospital’srisk managementscreening 34
    23. 23. Reason #6Engage providers incultural changeprocess from thestart 35
    24. 24. 6 ways this will helpyou in your workwith providers… 36
    25. 25. Reason #7Prepare them to asksavvy questionsabout values andculture 37
    26. 26. Reason #8Help providersdevelop importantleadership skills 38
    27. 27. Reason #9Prevent personality-culture mismatch 39
    28. 28. Reason #10Help providers builda more successfulpractice themselves 40
    29. 29. Reason #11Engage familymembers in adiscussion of valuesand culture 41
    30. 30. Reason #12Help providerscultivate thepersonal resilienceneeded today 42
    31. 31. 6 ways this will helpyou in running yourown business… 43
    32. 32. Reason #13Establishcompetitivedistinction inyour market 44
    33. 33. Reason #14Sharpen yourcompany culture soit can “eat strategyfor lunch” 45
    34. 34. Reason #15More effectivelycoach providers ascandidates 46
    35. 35. Reason #16More effectivelyconsult with clientsas employers 47
    36. 36. Reason #17Enhance clientloyalty (know, like,trust, and respect) 48
    37. 37. Reason #18Foster a morepositive andproductiveworkplace yourself 49
    38. 38. Companies that study employeeengagement* consistently find: ~ 25% fully engaged ~ 60% not engaged ~ 15% aggressively disengaged* e.g. Gallup, HR Solutions, Press Ganey
    39. 39. Engaged:Spark Plugs 52
    40. 40. Not Engaged:Zombies 53
    41. 41. Disengaged:Vampires 54
    42. 42. “Having a highly engagedworkforce is the firstthing required to winon the global stage.” Jim Owens, retired CEO, Caterpillar Inc.
    43. 43. Employee disengagementnegatively effects clinicalquality, productivity,patient satisfaction, andmarketing image.
    44. 44. But what’s evenmore tragic...
    45. 45. It has a life-diminishingimpact on the disengaged.
    46. 46. “Disengagement [is] oneof the chief causes ofunderachievement anddepression.” Edward M. Hallowell, M.D. in HBR, 12-10
    47. 47. Dilbert Disease
    48. 48. The old left brainparadigm is dying aslow death – andbeing replaced by…
    49. 49. A whole brainparadigm thatfeatures integrationof left and right
    50. 50. Bean Counter Poet
    51. 51. 67
    52. 52. How do you spellClueless
    53. 53. Right brain lean
    54. 54. Management is of theleft brain.Leadership is of theright brain. 70
    55. 55. And in today’s world we need leaders in everycorner – not just in the corner office
    56. 56. Rules Values
    57. 57. Process Attitude
    58. 58. Plans Inspires
    59. 59. Measured Seen
    60. 60. What you do Who you are
    61. 61. RecruitingandRetention … is not just one word! 77
    62. 62. You recruit with the “honey”of left-brain features such aspay and benefits… 79
    63. 63. You retain with the “glue”of right-brain qualitiesreflected in values, culture,and attitude. 80
    64. 64. It’s not accountability(left brain) ORownership (rightbrain).
    65. 65. The journey from mereAccountability to a culture of Ownership
    66. 66. AccountabilityDoing what you are supposedto do because someone elseexpects it of you. It springsfrom the extrinsic motivationof reward and punishment.
    67. 67. You cannot hold people“accountable” for thethings that really matter.
    68. 68. Nobody ever changesthe oil in a rentalcar!
    69. 69. OwnershipDoing what needs to be donebecause you expect it ofyourself. Ownership springsfrom the intrinsic motivationof personal pride.
    70. 70. 78,936– avg 5 stars As 4-13-12, 1:15am 19,539,899 views
    71. 71. “We have hundreds if notthousands of examples…” 796,358
    72. 72. 93
    73. 73. InvisibleArchitecture “Invisible Architecture” is a trademark of Values Coach Inc.
    74. 74. Invisible architectureis to the soul of yourorganization whatphysical architectureis to its body.
    75. 75. Core Values arethe Foundation
    76. 76. Core valuesdefine what youstand for andwhat you won’tstand for
    77. 77. Values andEmployee Loyalty Source: Roger Herman, et al: Impending Crisis: Too Many Jobs, Too Few People (page 139)
    78. 78. 101
    79. 79. Zappos Family Core Values1. Deliver WOW Through Service2. Embrace and Drive Change3. Create Fun and A Little Weirdness4. Be Adventurous, Creative, and Open-Minded5. Pursue Growth and Learning6. Build Open and Honest Relationships With Communication7. Build a Positive Team and Family Spirit8. Do More With Less9. Be Passionate and Determined10. Be Humble Source: Zappos website
    80. 80. 1. Deliver Wow Through ServiceCore Values Frog thinks anything worth doing is worthdoing with WOW. To WOW, CVF differentiates himself bydoing things in an unconventional and innovative way.He goes above and beyond the average level of service tocreate an emotional impact on thereceiver and give them a positivestory they can take with them therest of their lives. Source: Zappos website
    81. 81. Can values training reallyhave an impact on theperformance of anorganization?
    82. 82. At Community Hospital inMcCook, the proportion ofemployees rating the hospital“Excellent” increased anaverage of nearly50%.
    83. 83. At Fillmore County Hospitalin Geneva, patientsatisfaction increased in 27of 30 categories.
    84. 84. It’s not that you do ordon’t practice values –it’s where you fall on thecontinuum. 108
    85. 85. And if you are not movingforward, then you aresliding backward. 109
    86. 86. When a critical mass ofpeople connect withand act upon their corevalues, they will have apositive impact on…
    87. 87. Corporate culture isthe superstructure
    88. 88. 113
    89. 89. Culture is morally neutral.Enron had a powerful culture.
    90. 90. Culture is to theorganization whatpersonality andcharacter are to theindividual.
    91. 91. “I came to see, in mydecade at IBM, thatculture isn’t just oneaspect of the game –it is the game.”
    92. 92. The cultural power ofsymbols, stories, andrituals
    93. 93. 121
    94. 94. 123
    95. 95. Culture doesn’t changeunless people change,and that isemotionalwork!
    96. 96. Emotional attitudeis the interior décor
    97. 97. If I were to becomea hospital CEOtoday…
    98. 98. A positive workplaceculture begins withintolerance for toxicemotional negativity. 139
    99. 99. “One toxically negativeperson can drag downmorale and productivityof an entire workunit.” 140
    100. 100. “It is a leadershipresponsibility to create aworkplace environmentwhere toxic emotionalnegativity is nottolerated.” 141
    101. 101. A real “Sarah Rutledge” story 145
    102. 102. Building aculture ofownership
    103. 103. Do you have to start with theright people on the bus?
    104. 104. You can’t alwayschoose who you haveon the bus!
    105. 105. You can’t just throwall the “wrong”people off the bus!
    106. 106. No matter who’son the bus, thereare going to bedisagreements
    107. 107. Sometimes havingthe “wrong” peopleon the right bus canresult in real beauty
    108. 108. You can create a bus thateveryone wants to ride
    109. 109. CommitmentTo the values, vision, andmission of the organization
    110. 110. Commitment ismost importantwhen the goinggets tough...
    111. 111. “We need to see opportunitieswhere others see barriers. Weneed to be cheerleaders whenothers are moaning doom-and-gloom.” From The Florence Prescription
    112. 112. “We need to face problemswith contrarian toughnessbecause it’s in how we solvethose problems that wedifferentiate ourselves fromeveryone else.” From The Florence Prescription
    113. 113. “Brick walls are notthere to stop you, theyare there to make youprove how much youwant something.” Randy Pausch: The Last Lecture
    114. 114. EngagementWith patients, coworkers,and with the work itself
    115. 115. At Best Buy, a 0.1%increase in employeeengagement generatesa $100,000 increase ingross store revenue* * Harvard Business Review, October 2010
    116. 116. PassionEnthusiasm, positiveattitude, and joy reflectedin everyday actions
    117. 117. InitiativeDon’t wait around to be“empowered” – ProceedUntil Apprehended!
    118. 118. Can one personwho takes initiativechange yourorganization? 175
    119. 119. 178
    120. 120. PrideIn your organization, inyour profession, in yourwork, and in yourself
    121. 121. Pride is reflected in the answer tothat universal icebreaker question: What do you do?
    122. 122. Does the answer convey: I’m good at what I do. I love what I do. I’m proud of what I do. What I do is important.
    123. 123. What could be more boring thanindustrial ventilation systems?
    124. 124. 8 Honey and GlueStrategies forRecruiting andRetention 184
    125. 125. Strategy #1Re-recruit andculturally engagethe current medicalstaff 185
    126. 126. Strategy #2Collect, refine, andshare stories inmultiple ways 186
    127. 127. Strategy #3Make the hospital’s“cultural blueprint”a part of therecruiting packet 187
    128. 128. Strategy #4Prepare candidatesto ask “soft stuff”questions aboutvalues and culture 188
    129. 129. Strategy #5Prepare candidatesto talk about theirown values andexpectations 189
    130. 130. Strategy #6Engage hospital“Spark Plug” peoplein the recruitingsales process 190
    131. 131. Strategy #7Be clear aboutbehavioralexpectationsupfront 191
    132. 132. Strategy #8Offer all training opsto docs and, whereappropriate, theirfamily members 192
    133. 133. People don’t quit amission; they only quita job.
    134. 134. People don’t leave ateam; they only leavean organization.
    135. 135. People don’t desert aleader; they onlydesert a boss.
    136. 136. Sometimes it’s more magicthan it is science!

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