Board Presentation June 2012
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The document discusses strategies for incentivizing employees in light of declining funding. It proposes implementing a new hire training program with mentors and performance reviews at 90 days and annually. Bonuses would be given for longevity and good performance reviews. An employee support fund would be created through donations to provide non-wage rewards and sustain employee support long-term. The board is asked to form a committee to develop the incentive program details and focus fundraising on the employee support fund.
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Board Presentation June 2012
- 1. Employee Incentives & How to Pay for Them Spring 2011
- 2. a clear problem • Medicaid funding is on a path of, at best, staying where it is, which is about 10% less than 4 years ago; • therefore, the pool of dollars to fund the workforce is dwindling. • Since people work for money, the financial incentives we can offer workers is also shrinking.
- 3. A Great Team • No Raises for over 2 years • No Health Insurance • No Retirement • No Career Ladder/Opportunity
- 4. 16.5 Declining Compensation Reimbursed 16 Rate Average Paid 15.5 15 14.5 14 2006 2007 2008 2009 2010 2011
- 5. The Ideal Candidate will be... seeking an opportunity to humbly serve others • kindly, • competently, • confidently;
- 6. The Ideal Candidate will be... proficient in providing personal care & supportive with Activities of Daily Living & able to see people first.
- 7. The Ideal Candidate will be... consistently detail oriented;
- 8. The Ideal Candidate will be... a mature, team player committed to a service mentality of care.
- 9. The Ideal Candidate will be... •seeking and offering kindness and a willingness to learn; •proficient in care and service. •reliable; •someone you want to work with.
- 10. Four Traits of The Ideal Worker •Kindness and Courtesy •Skills •Reliability •Teamwork
- 11. All Four Needed • Just as we know what works, we also know what doesn’t work; • When a person isn’t performing well in any ONE of these areas, none of the others is as strong as it might be.
- 12. Let’s Care about these things • How we hire • How we train • How we support • How we encourage • How we keep the Merry Glen community going together.
- 13. Translating the Traits we Want into Action.
- 14. Things to Manage • New Hire Training • Continuing Training • Bonuses and Benefits • Other Incentives
- 15. New Hires (Draft) • Most Difficult to Pass • Assigned Mentor • Must be approved by • Team • Management • Families
- 16. Reviewed at 90 Days • May be renewed another 90 days, once • Upon approval, Full Member of team • Bonus of Cash/?
- 17. Continuing Training/ Annual Review • At 1 year from date of hire, 9 months since passing Entry • Reviewed by Self, Team, Management • Annual bonus/?
- 18. At Two Years • Reviewed by Self, Team, Management • Annual bonus/?
- 19. At Three Years • Reviewed by Self, Team, Management • Annual bonus/? • Sabbatical/Intensive Training with training back to Merry Glen/larger community
- 20. Bonus Compensation • Increased pay without increased base wages • Link Performance and Longevity to Compensation • In addition to possible end of year • Family Input
- 21. Puts Incentives in Right Place • Encourages and Rewards Excellence AND Longevity • Gives staff something to strive for • Allows non-ISS rewards that can grow and be managed independently • Changes the Culture
- 22. Employee Support Fund • Employee support is as valuable as Capital support • Solicit contributions to this specific effort • Create a sustainable Fund for the long haul • Positions MG as different in the workplace
- 23. Board Action Request • Create small committee (executive committee?), empowered to act, to work out details • Focus fund-raising on this Fund for next couple of years • Support/contributions from Families
- 24. Excellent People prefer to work with other Excellent People
Editor's Notes
- Sees the world as a place that’s bigger than oneself. Working at Merry Glen gives us a chance to belong to something important every day we come to work. Most people don’t get that in their work. Employees who recognize the servant nature of what we do, the drive for increasing skill is part of a larger calling. It sounds corny in this day and age, but there aren’t many places you can work where what you do makes a true difference in somone’s life every single day you come to work. Do you remember the checker’s name the last time you went to the store?