How to Conduct Provider Stay Interviews

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  • Time: about 1 minute Describe learning objectives so participants have clear understand of the take-aways of this session
  • Time: About 3 minutes Facilitator should introduce program by reading the agenda but withhold on explaining items in detail as each will be explained as the program moves forward
  • Time: About 3 minutes Facilitator should introduce program by reading the agenda but withhold on explaining items in detail as each will be explained as the program moves forward
  • Time: About 3 minutes Facilitator should introduce program by reading the agenda but withhold on explaining items in detail as each will be explained as the program moves forward
  • Time: about 3 minutes Re-emphasize importance of stressing that managers and supervisors are responsible for their own talent Ensure group understands that some typical amount of complaining is to be expected, and the interview is designed to focus on solutions within the managers’ and supervisors’ control Tell the group that they will participate in their own Stay Interview with their manager before they conduct others, and one reason is because our company wants to retain them, too!
  • Time: about 3 minutes Explain each side of the slide to ensure participants learn the value of stay interviews
  • Time: about 3 minutes Explain each side of the slide to ensure participants learn the value of stay interviews
  • Time: about 5 minutes Facilitator should ensure the schedule is realistic and supported by top management Facilitator should ensure top managers will fulfill their schedule obligations, as managers and supervisors can only conduct their interviews after they have participated in one as an employee Ensure all participants record the 3 dates
  • Time: about 5 minutes Facilitator should ensure the schedule is realistic and supported by top management Facilitator should ensure top managers will fulfill their schedule obligations, as managers and supervisors can only conduct their interviews after they have participated in one as an employee Ensure all participants record the 3 dates
  • How to Conduct Provider Stay Interviews

    1. 1. Welcome To The Webinar…Retention: How To ConductProvider Stay InterviewsFebruary 22, 2012 | 10-11 am In order to hear the presentation please call 1.646.558.2124, access code 225.475.920, followed by the audio PIN you received when you joined the webinarAll Participant Phone Lines are Muted at This Time
    2. 2. Kimberly Benjamin, PHR,CERPWorkforce Development Specialist, MichiganPrimary Care AssociationEncourage and facilitate Community Health Centerparticipation in national and statewide recruitment andretention programsDesign and implement strategies to assist CommunityHealth Centers in developing an effective recruitmentand retention plan that will include plan evaluation andassessment toolsDevelop a Workforce Planning Center to assistCommunity Health Centers in recruiting and retaining aquality health workforceAssist Community Health Centers in marketingemployment opportunities using a variety of media.
    3. 3. Our Main Learning Objectives•Learn skills and a process for conducting StayInterviews with our Providers and Team Members inorder to learn and leverage the most importantreasons they stay.•Learn how to develop and carry out individual stayplans with each of your employees in order to retainthem.
    4. 4. Today’s Agenda What is a stay interview? Why conduct stay interviews? How do stay interviews differ from exit interviews and opinion surveys? How do we conduct stay interviews? Group Interaction: Poll Question Activities Supervisors Impact on Retention Retention Success Stories Learn about the Certified Employee Retention Program Q/A
    5. 5. Dick Finnegan, CEOC-Suite Analytics407.694.3390www.c-suiteanalytics.com 5
    6. 6. Finnegan Background• “Recovering HR director” who has solved turnover and across 6 continents including Siberian banks, African gold mines and the CIA• Author of “Rethinking Retention in Good Times and Bad”, endorsed by Business Week as offers “fresh thinking for solving the turnover problem in any economy”• Author of “The Power of Stay Interviews for Engagement and Retention”, to be published by SHRM in Q3, 2011• Noted as employee retention expert by SHRM, Business Week, Chief Executive Magazine, Consulting Magazine, and HR Excellence Center of China 6
    7. 7. Research-Driven, Process-Based 7
    8. 8. Why Exit Surveys Fail• Employees don’t tell • “More money” is what the truth you got, not why you looked• Interviewers accept soft answers • “Better opportunity” means “I blew you off ”• “Absences” and “Attendance” don’t offer solutions • NOTHING CHANGES! Managers see as “autopsies” who lack credibility 8
    9. 9. 8 Ways to Improve Exit Survey Results1. Find out why the employee is leaving, period3. Do not promise confidentiality5. Use skilled interviewers7. Gather data ASAP9. Ask what steps they took to resolve their issues11.End on a high13.Distribute results to those who can make improvements15.Track improvements your company makes 9
    10. 10. Poll Question #1Do you have a Retention Plan currently in place?
    11. 11. Stay Interview Training Section
    12. 12. What is a Stay Interview? A Stay Interview is a one-on-one meeting each manager and supervisor has with each direct report in order to learn why that employee stays with your organization. Each manager and supervisor then acts on the stay reasons in order to increase the likelihood the employee will stay longer and be more productive. Each manager and supervisor also records the stay reasons for their combined team and forwards this information upward so their organization can take actions based on common stay reasons. The Stay Interviews will be conducted tops-down, meaning each manager and supervisor will participate in a Stay Interview as an employee before conducting one as a manager or supervisor.
    13. 13. How do Stay Interviews Work? Executives, managers, and supervisors attend stay interview training. Conduct interviews cascading, beginning with executives. Record data and build stay plans for each employee. Review stay plans with their manager. Implement stay plans and retain their teams.
    14. 14. Why Conduct Stay Interviews? Supervisors learn first-hand the unique reasons why each employee stays. Employees hear directly from their supervisors that they care and want them to stay and grow with the company. Supervisors further accept retention within their sphere of responsibility. Employees are most likely to accept responsibility for staying.
    15. 15. Are Exit Surveys Better?Exit Interviews: Leavers won’t burn bridges and hide real reason.Stay Interviews: Focuses on current employees we want to keep. Removes the “middle man” so supervisors hear directly how to keep employees. Employees hear “we want you to stay”. Next steps are in supervisors’ hands versus program.
    16. 16. Are Opinion Surveys Better? Opinion Surveys:b. Are anonymous so don’t review specific employee’s input.c. Usually ask for opinions, but not importance.d. Focuses on topics beyond supervisors’ control. Stay Interviews:g. Supervisors hears specifically why each employee stays/would leave.h. Employees ‘ priorities are clearly expressed and understood.i. Designed to learn what employees need each day from supervisor and team.
    17. 17. Poll Question #2How Many People Left Your Organization last year? (since Jan 1, 2011 to Present)
    18. 18. Stay Interview Tips
    19. 19. How We (MPCA) Implemented the Stay Interview Processr Enrolled in The Retention Institute Certified Employee Retention Program (CERP)m Conducted Stay Interview Train-The-Trainer Session with all managers/top leaderss CEO/Executive Directors conducted stay interviews with managersr Managers conducted stay interviews with supervisorse Supervisors conducted stay interviews with team membersu Note: Each manager and supervisor should schedule a meeting with their next-level-up manager to discuss completed “Stay Interview”, this meeting should be completed within 30 days after you’ve completed your interviews.
    20. 20. CERP Forms and Resources2. Stay Interview Guide3. Stay Interview Program Summary4. Tally Sheet5. Good Listening Activity6. Probing Chart Activity7. Stay Interview Team Results Form8. Stay Interview Retention Plan
    21. 21. Tips on Conducting Stay Interviews1. Always take notes3. Be a Great Listener5. Remember to Probe7. Take Responsibility9. Structure Interview Format11. Explain Next Steps
    22. 22. Tips on Opening the Stay Interview Avoid making any kind of statement that could be taken as a contract-real or implied. Instead of saying “I want you to stay here a long time” say, “I hope we work together for a long time”. Use your own words, communicate the following objective very near the beginning of the meeting. “My greatest interest for our time today is to learn what I personally can do to make this a great place for you to work”. Let them know your intent and the limits of your authority up front.
    23. 23. Tips for During the Meeting Take good notes Be a great listener Probe Take Responsibility
    24. 24. Provider Stay Interview Questionnaire When you travel to work each day, what things do you look forward to? Consider asking…  What do you like most about working here?
    25. 25. Provider Stay Interview Questionnaire What are you learning here? Consider asking… Tell me about your career aspirations: Do you feel like you can advance your career here if you want to?
    26. 26. Provider Stay Interview Questionnaire How do you like working with other members of our team? Consider asking…..  Does any part of working with your co-workers really frustrate you?
    27. 27. Provider Stay Interview Questionnaire And what about me? What can I do to influence you to stay longer? Consider asking…..  Anything that I do that you definitely want me to continue to do or to do more often?
    28. 28. Provider Stay Interview Questionnaire Have you ever thought about leaving the team? What prompted it? Consider asking…  On a scale from 1 to 10, with ten being “very serious-I’m actively seeking another job at this time” and one being, “not very serious-I’ve no real plans to leave, “how would you rate your intention to leave?
    29. 29. Tips for Closing the Meeting Thank the team member for sharing. Use your notes to summarize and repeat back to the team member the most important points discussed. Briefly describe what you plan to do as a result of this meeting. Ask the team member if he/she has any questions.
    30. 30. How We (MPCA) Implemented the Stay Interview Processr Enrolled in The Retention Institute Certified Employee Retention Program (CERP)m Conducted Stay Interview Train-The-Trainer Session with all managers/top leaderss CEO/Executive Directors conducted stay interviews with managersr Managers conducted stay interviews with supervisorse Supervisors conducted stay interviews with team membersu Note: Each manager and supervisor should schedule a meeting with their next-level-up manager to discuss completed “Stay Interview”, this meeting should be completed within 30 days after you’ve completed your interviews.
    31. 31. Poll Question #3Who do you hold accountablefor meeting employee retentiongoals by impacting their bonus,pay, or performance ratings? 31
    32. 32. Poll Question #4What is the main reason why people leave a company?
    33. 33. Supervisors’ Impact on Retention“If you have a turnover problem, look first to your managers”…GallupPrimary reason for seeking a new job is disliking boss’s performance…YahooEmployees stay for managers first and co-workers second…salary.comPoor leadership causes over 60% of all employee turnover…Saratoga InstituteEmployees who stay primarily for their supervisors stay longer,perform better, and are more satisfied with their pay…TalentKeepersGiven the high cost of turnover, it is clear that poor managers…dramatically increase the cost of operations…Kenexa 33
    34. 34. The Real Power of SupervisionMore importantly, a study by Kenexa confirms that employees’satisfaction with pay, benefits, learning, development, andadvancement is “mediated” by their relationships with theirsupervisors and concludes: “Offering a higher salary ordevelopmental/advancement opportunities may not be enough to retain employees”So it appears that poor supervision overcomes the benefits of payand development…and leads to higher turnover! 34
    35. 35. 4 Thoughts to Ponder1. Poor supervisors will trump good employee programs good programs + good supervisors = retention good programs + poor supervisors = turnover2. Poor supervisors also trump good pay and development, and drive higher turnover3. “Supervisors” refers to anyone who supervises people including executives and senior managers so all must have retention skills4. If one or more of your supervisors fails to build effective retention relationships, what other legitimate advantages do you offer your employees that your competition for talent does not? 35
    36. 36. Manager Supervisor ExitInterviewRequire managers to conduct exit interviews with supervisorsafter each exit…before new-hire requisition is approved  Provides supervisory accountability for retention  Enables supervisors to learn lessons, move ahead  Encourages supervisors to build skills, improve  Spotlights supervisors who continuously lose good performers…and motivates managers to act 36
    37. 37. Manager Supervisor Sample Questions1. As best you know, why is this employee leaving us?3. Were you aware of this employee’s potential to leave for this reason?5. How was this employee’s overall job performance?7. What were the main reasons you hired this employee?9. What was this employee’s reaction to the realistic job preview?11. Who trained this employee? Was the training effective?13. Who provided great support for this employee? Who did not?15. What lessons can you learn from this employee’s leaving?17. How effectively are you meeting your employee retention goals? 37
    38. 38. Retention Success Stories • Global hotel call centers cut turnover 50% in 4 months How To Avoid This • Major rural hospital cut turnover 39% in 6 months • Urban retirement community cut nurse turnover 72% in 6 months • Non-profit healthcare agency cut turnover 38% in 2 months 38
    39. 39. Dick Finnegan, CEOC-Suite Analytics407.694.3390www.c-suiteanalytics.com 39
    40. 40. More FREE Stuff! For 5 Detailed Profiles of how companies implemented Stay Interviews & integrated them with surveys Dick Finnegan The Retention Institute C-Suite Analytics 407.694.3390 DFinnegan@C-SuiteAnalytics.com www.c-suiteanalytics.com 40
    41. 41. More InformationKimberly A Benjamin,PHR 517.827.0468 Kbenjamin@mpca.net

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