Staff turnover in healthcare is high, costly, and is causing hospital leadership to panic. Replacing just one nurse, for example, can cost upwards of 1.3 times their salary, so care centers need to learn why this is happening - Are team members disengaged? Do they have the right resources? – and how they can provide top quality patient care while also meeting the evolving needs of their staff. This requires a modern, proactive approach to talent management that will enable them to maximize retention rates and provide an engaging environment for healthcare professionals.
Join us for this free webinar sponsored by Cornerstone OnDemand. Dr. Tom Tonkin, Principal Consultant of Thought Leadership & Advisory Services at Cornerstone OnDemand, will share his thoughts and strategies to help identify and reduce the risk of staff departures to healthcare organizations.
During this webinar, Dr. Tonkin will provide easy-to-understand insights on:
• Current attrition trends and challenges that have disrupted traditional recruiting and retention strategies;
• The needs (and demands) of today’s healthcare workforce; and
• Talent strategies that create a more engaged, productive, and passionate workforce.
Driven by increased competition for talent and a shortage of critical skills, U.S. companies surveyed increased their talent acquisition spending by 7% on average during 2014 with Healthcare organizations having the largest increase in spending among industries at 16%. However, Healthcare also reported the highest new hire turnover of all industries.[1] So how can Healthcare organizations better attract and retain skilled employees to care for the people who need them?
In this webinar, Robin Erickson, Ph.D., VP of Research for Talent Acquisition, Engagement and Retention for Bersin by Deloitte, Deloitte Consulting LLP, and Tom Tonkin, Ph.D., Principal Consultant, Thought-Leadership and Advisory Services for Cornerstone on Demand, will discuss:
• Why hiring in Healthcare is different and the difficulties companies typically face; and
• What tools and strategies companies can used to address Healthcare hiring challenges
Participants can learn:
What’s Wrong: Why Healthcare tends to have both an easier and more difficult time in finding and keeping employees.
Diagnosis: Each organization’s hiring challenges will be different depending on its size, systems and processes, and hiring practices.
Prescription for Health: Dr. Erickson and Dr. Tonkin will discuss suggestions and tools to make more effective Healthcare hires by working on relationships between recruiters and hiring managers and developing an integrated and effective talent acquisition strategy.
The high turnover rate of staff is causing hospital leadership to panic. Given that the cost of replacing a nurse can be upwards of 1.3 times their salaries, hospitals need to understand the reasons why this is occurring. The implications are far-reaching for hospitals and they need to understand how to evolve traditional approaches to stay ahead of the evolving needs of their staff. By taking a proactive approach to talent management, health systems can better hire, retain, and engage today’s workforce.
This presentation by Rebecca Parker, MD, FACEP and Chair of the ACEP Board and Steve Dobberowsky, Principal Consultant of Thought Leadership & Advisory Services at Cornerstone OnDemand, shares strategies to help identify and reduce the risk of staff departures to healthcare organizations.
Steve provides easy-to-understand insights on:
* The biggest challenges health systems have in staff retention (and engagement!)
* Why your team may already be applying to other hospitals
* Talent management strategies that create a more productive, passionate workforce
The challenges to recruiting, hiring and retaining the best and the brightest in government have never been more intense. Workforce demographics and the retirement bubble are two common factors and another is the difficulty in competing with the private sector on pay and job mobility. As organizations struggle to overcome these challenges, positions remain unfilled and workloads increase.
Join Government Technology and the Center for Digital Government as we hear from Dr. Alfonz Ruth, Chief Learning Officer for the Department of Transportation in Washington, DC and Steve Dobberowsky from Cornerstone OnDemand for an insightful webinar on new strategies being employed to improve the situation. Topics will include:
-How to retain and recruit millennials
-Reliance on competencies and skill sets rather than conventional rules for hiring
-Succession management
-The importance of identifying skill gaps and more
Accelerating primary care transformation. Commissioning Live, Birmingham 2015Robert Varnam Coaching
What changes are needed to assure primary care has a productive future at the heart of the NHS? What capabilities will be required by GP practices to transform services and their organisations? How can CCGs support provider development to ensure their population can access high quality innovative care in the communuty?
Health, well-being and productivity improvement in the workplaceLimeade
Slides from a webinar with Dr. Michael Parkinson and Limeade.
We spend $2.8 trillion on healthcare but much is attributed to waste or behaviors we can change. The best place for behavior change? The workplace.
The slides review:
- common drivers of health and productivity in the workplace
- how you can address them in your own organization
- 6-step roadmap to improvement
Driven by increased competition for talent and a shortage of critical skills, U.S. companies surveyed increased their talent acquisition spending by 7% on average during 2014 with Healthcare organizations having the largest increase in spending among industries at 16%. However, Healthcare also reported the highest new hire turnover of all industries.[1] So how can Healthcare organizations better attract and retain skilled employees to care for the people who need them?
In this webinar, Robin Erickson, Ph.D., VP of Research for Talent Acquisition, Engagement and Retention for Bersin by Deloitte, Deloitte Consulting LLP, and Tom Tonkin, Ph.D., Principal Consultant, Thought-Leadership and Advisory Services for Cornerstone on Demand, will discuss:
• Why hiring in Healthcare is different and the difficulties companies typically face; and
• What tools and strategies companies can used to address Healthcare hiring challenges
Participants can learn:
What’s Wrong: Why Healthcare tends to have both an easier and more difficult time in finding and keeping employees.
Diagnosis: Each organization’s hiring challenges will be different depending on its size, systems and processes, and hiring practices.
Prescription for Health: Dr. Erickson and Dr. Tonkin will discuss suggestions and tools to make more effective Healthcare hires by working on relationships between recruiters and hiring managers and developing an integrated and effective talent acquisition strategy.
The high turnover rate of staff is causing hospital leadership to panic. Given that the cost of replacing a nurse can be upwards of 1.3 times their salaries, hospitals need to understand the reasons why this is occurring. The implications are far-reaching for hospitals and they need to understand how to evolve traditional approaches to stay ahead of the evolving needs of their staff. By taking a proactive approach to talent management, health systems can better hire, retain, and engage today’s workforce.
This presentation by Rebecca Parker, MD, FACEP and Chair of the ACEP Board and Steve Dobberowsky, Principal Consultant of Thought Leadership & Advisory Services at Cornerstone OnDemand, shares strategies to help identify and reduce the risk of staff departures to healthcare organizations.
Steve provides easy-to-understand insights on:
* The biggest challenges health systems have in staff retention (and engagement!)
* Why your team may already be applying to other hospitals
* Talent management strategies that create a more productive, passionate workforce
The challenges to recruiting, hiring and retaining the best and the brightest in government have never been more intense. Workforce demographics and the retirement bubble are two common factors and another is the difficulty in competing with the private sector on pay and job mobility. As organizations struggle to overcome these challenges, positions remain unfilled and workloads increase.
Join Government Technology and the Center for Digital Government as we hear from Dr. Alfonz Ruth, Chief Learning Officer for the Department of Transportation in Washington, DC and Steve Dobberowsky from Cornerstone OnDemand for an insightful webinar on new strategies being employed to improve the situation. Topics will include:
-How to retain and recruit millennials
-Reliance on competencies and skill sets rather than conventional rules for hiring
-Succession management
-The importance of identifying skill gaps and more
Accelerating primary care transformation. Commissioning Live, Birmingham 2015Robert Varnam Coaching
What changes are needed to assure primary care has a productive future at the heart of the NHS? What capabilities will be required by GP practices to transform services and their organisations? How can CCGs support provider development to ensure their population can access high quality innovative care in the communuty?
Health, well-being and productivity improvement in the workplaceLimeade
Slides from a webinar with Dr. Michael Parkinson and Limeade.
We spend $2.8 trillion on healthcare but much is attributed to waste or behaviors we can change. The best place for behavior change? The workplace.
The slides review:
- common drivers of health and productivity in the workplace
- how you can address them in your own organization
- 6-step roadmap to improvement
Many of your employees may not feel well but they aren't physically ill. Instead, what they lack is "financial wellness," a hot topic in many companies these days. In a nutshell, they're worried about making ends meet today as well as in the future, and that can take a toll on their productivity. Should you try to do anything about it? And, if so, what?
Improving Employee Engagement through a Culture of InnovationTalentMap
The top organizations in Canada in terms of employee engagement all foster a strong culture of innovation. What does this mean? How can we do that in our organizations? How do we do this in the public sector or not-for-profit sectors (as well as in our companies)?
HR Webinar: Shoulda, Woulda, Coulda – Taking the Guess Work out of the Select...Ascentis
Discussion of the additional value Talent Acquisition professionals can derive from appropriate pre-employment and pre-placement assessments.
Discussion looks at the impact each additional stage of due diligence will provide in the selection process:
• Experience & Resume Review
• Back Check and Verification
• Reference Checking
• Behavioral Assessment
• Interview
• Guided Interview
10 Win-Win Staffing Strategies in Senior CareOnShift
In this presentation we discuss how to:
-Identify major workforce issues impacting the industry
-Discuss predictive staffing strategies to improve cost and care
-Provide modern practices to attract and retain staff
-Show how to avoid common payroll-based journal reporting pitfalls
Engaging New Employees Through Effective Onboarding - 13aug15TalentMap
Attitudes begin to form at the initial point of contact with an organization. There is no better place to start applying glue than when you are welcoming new employees to your company. Smart companies take advantage of these early days in order to ensure a strong, productive, and dedicated workforce.
Interim leadership as a career path webinarMichael Lieb
Are you considering Interim work as a Career Path? If so, HealthTechS3 would like to talk to you. Join our pool of professional Interim Leaders at
http://www.healthtechs3.com/careers/
Engaging your Employees through a Compelling Organizational VisionTalentMap
Do you know the single, most important, factor in determining how engaged your employees are? Compensation? Teamwork? Feedback and Recognition? Nope. All wrong. It’s seeing a clear link between one’s work and the organization’s long-term objectives, i.e. its vision. Employees need to feel part of something greater than themselves; they want and need to be on board with the big picture. Yet so many organizations struggle to get this one right, but when they do, employee engagement goes through the roof!
Norm Baillie-David, as the frequently discussed topic of engaging Millennial employees is thoroughly explored. We look at who the Millennial employees are, some myths and facts, speak with a panel of Millennials and finally discuss the implications of engaging Millennials.
Engagement is Personal - Overcoming 5 Engagement FallaciesRoundPegg
Without engagement your business is simply running on inertia.
Measuring engagement has been around for years. And yet, only 30% of the workforce is engaged. The traditional model hasn't moved the needle and is broken.
This webinar will focus on five assumptions that have led the corporate world astray, and how to remedy them.
Join Brent Daily, Founder & COO of RoundPegg, as he highlights a fresh approach focusing on five components that must be in place in order to not just measure, but to move the needle.
This webinar will cover:
• Benefits of engagement
• Engagement and the connection to culture
• Factors that effect engagement
• What engagement actually measures
• Engagement’s tie to values
And more…
Managing Employee Engagement through Organizational ChangeTalentMap
Our experience in working with hundreds of organizations shows that undergoing significant organizational change does not mean that employee engagement has to suffer as a result. Managed well, organizational change can drive big improvements in engagement. Yes, improvements! In fact, one client very recently achieved a 16% improvement in employee engagement while undergoing significant change and restructuring. How?
White Paper: Financial Literacy for Employees - Understanding What Makes an E...Frank Wiginton
Part 1 in a 3 part series on defining financial literacy in the workplace. Part 1 explains what makes an effective financial education program for employees.
Presentation given by Miriam Dowling, founder of Mentality at the National Health Expo, City West Convention Centre, Co. Dublin. 2017
www.mentality.ie twitter.com/mentalitydotie
More than money: Recruiting and Retaining Library IT StaffWilliam Helman
From LITA Forum 2015: In this session, we will present preliminary results of a survey of library IT staff on the key factors that influence recruitment and retention. We will examine both traditional, tangible forms of compensation like salary and benefits as well as other benefits such as flexible work schedules, telecommuting, work location, professional development, and organizational culture. We hope to discover which factors have the strongest effects on recruitment and retention and whether those effects are consistent across settings and demographic groups.
Respect for People and Continuous Improvement for HealthcareMark Graban
Presented by Mark Graban to a healthcare conference gathering in Turkey in April 2018. Mark Graban is the author of the book "Lean Hospitals" and co-author of "Healthcare Kaizen," the books that are essentially source material for this talk.
White Paper: Workplace Financial Education - The Benefits and Rewards of a Fi...Frank Wiginton
Part 2 in a 3 part series on defining financial literacy in the workplace. Part 2 explains why companies should offer an employee financial education program. How it impacts the in employee and in turn the employer.
Fab Change Day Activists School (Newcastle)NHS Horizons
Slides used during the Fab Change Day Activists School (Newcastle) on Tuesday 13 September 2016 and delivered by the Horizons team. If you have any comments or questions about these slides, please email england.si-horizons@nhs.net.
This year, NHS Change Day is joining forces with The Academy of Fabulous Stuff to create Fabulous Change Day on Wednesday 19 October 2016. We hope that you will be able to take action on this date (and all year round) to improve things for patients, service users, families and colleagues.
Ahead of Fab Change Day, we’re running one-day training events at six venues round the country to build your skills in leading change and help you make a real difference to patients and staff.
Transformation: An introductory guide to fundamental change for researchers a...Francois Stepman
7 Sep 2023 12:30 - 14:00 CEST. Transformation: An introductory guide to fundamental change for researchers and change makers in a world of crises
Fazey, I and Colvin, J. (2023). Transformation: An introductory guide to fundamental change for researchers and change makers in a world of crises - A Report for the Transforming UK Food Systems SPF Programme. University of York, Emerald Network Ltd. #52 p.
Online workshop based on a newly published report by Professor Ioan Fazey (University of York) and Dr John Colvin (Emerald Network Ltd) for the UKRI Transforming UK Food Systems SPF Programme.
This workshop was be an opportunity to learn, and engage with others, about the concept of transformational change in a context of a rapidly changing world.
The authors gave an overview of the concept of transformation and highlighted some of the critical aspects that need to be considered when embarking on an initiative, approach or campaign which is intended to be transformational. They talked about the challenges and opportunities of adopting these concepts in practice and research and there was an opportunity for participants to explore with others their own understanding and approaches to transformation.
Many of your employees may not feel well but they aren't physically ill. Instead, what they lack is "financial wellness," a hot topic in many companies these days. In a nutshell, they're worried about making ends meet today as well as in the future, and that can take a toll on their productivity. Should you try to do anything about it? And, if so, what?
Improving Employee Engagement through a Culture of InnovationTalentMap
The top organizations in Canada in terms of employee engagement all foster a strong culture of innovation. What does this mean? How can we do that in our organizations? How do we do this in the public sector or not-for-profit sectors (as well as in our companies)?
HR Webinar: Shoulda, Woulda, Coulda – Taking the Guess Work out of the Select...Ascentis
Discussion of the additional value Talent Acquisition professionals can derive from appropriate pre-employment and pre-placement assessments.
Discussion looks at the impact each additional stage of due diligence will provide in the selection process:
• Experience & Resume Review
• Back Check and Verification
• Reference Checking
• Behavioral Assessment
• Interview
• Guided Interview
10 Win-Win Staffing Strategies in Senior CareOnShift
In this presentation we discuss how to:
-Identify major workforce issues impacting the industry
-Discuss predictive staffing strategies to improve cost and care
-Provide modern practices to attract and retain staff
-Show how to avoid common payroll-based journal reporting pitfalls
Engaging New Employees Through Effective Onboarding - 13aug15TalentMap
Attitudes begin to form at the initial point of contact with an organization. There is no better place to start applying glue than when you are welcoming new employees to your company. Smart companies take advantage of these early days in order to ensure a strong, productive, and dedicated workforce.
Interim leadership as a career path webinarMichael Lieb
Are you considering Interim work as a Career Path? If so, HealthTechS3 would like to talk to you. Join our pool of professional Interim Leaders at
http://www.healthtechs3.com/careers/
Engaging your Employees through a Compelling Organizational VisionTalentMap
Do you know the single, most important, factor in determining how engaged your employees are? Compensation? Teamwork? Feedback and Recognition? Nope. All wrong. It’s seeing a clear link between one’s work and the organization’s long-term objectives, i.e. its vision. Employees need to feel part of something greater than themselves; they want and need to be on board with the big picture. Yet so many organizations struggle to get this one right, but when they do, employee engagement goes through the roof!
Norm Baillie-David, as the frequently discussed topic of engaging Millennial employees is thoroughly explored. We look at who the Millennial employees are, some myths and facts, speak with a panel of Millennials and finally discuss the implications of engaging Millennials.
Engagement is Personal - Overcoming 5 Engagement FallaciesRoundPegg
Without engagement your business is simply running on inertia.
Measuring engagement has been around for years. And yet, only 30% of the workforce is engaged. The traditional model hasn't moved the needle and is broken.
This webinar will focus on five assumptions that have led the corporate world astray, and how to remedy them.
Join Brent Daily, Founder & COO of RoundPegg, as he highlights a fresh approach focusing on five components that must be in place in order to not just measure, but to move the needle.
This webinar will cover:
• Benefits of engagement
• Engagement and the connection to culture
• Factors that effect engagement
• What engagement actually measures
• Engagement’s tie to values
And more…
Managing Employee Engagement through Organizational ChangeTalentMap
Our experience in working with hundreds of organizations shows that undergoing significant organizational change does not mean that employee engagement has to suffer as a result. Managed well, organizational change can drive big improvements in engagement. Yes, improvements! In fact, one client very recently achieved a 16% improvement in employee engagement while undergoing significant change and restructuring. How?
White Paper: Financial Literacy for Employees - Understanding What Makes an E...Frank Wiginton
Part 1 in a 3 part series on defining financial literacy in the workplace. Part 1 explains what makes an effective financial education program for employees.
Presentation given by Miriam Dowling, founder of Mentality at the National Health Expo, City West Convention Centre, Co. Dublin. 2017
www.mentality.ie twitter.com/mentalitydotie
More than money: Recruiting and Retaining Library IT StaffWilliam Helman
From LITA Forum 2015: In this session, we will present preliminary results of a survey of library IT staff on the key factors that influence recruitment and retention. We will examine both traditional, tangible forms of compensation like salary and benefits as well as other benefits such as flexible work schedules, telecommuting, work location, professional development, and organizational culture. We hope to discover which factors have the strongest effects on recruitment and retention and whether those effects are consistent across settings and demographic groups.
Respect for People and Continuous Improvement for HealthcareMark Graban
Presented by Mark Graban to a healthcare conference gathering in Turkey in April 2018. Mark Graban is the author of the book "Lean Hospitals" and co-author of "Healthcare Kaizen," the books that are essentially source material for this talk.
White Paper: Workplace Financial Education - The Benefits and Rewards of a Fi...Frank Wiginton
Part 2 in a 3 part series on defining financial literacy in the workplace. Part 2 explains why companies should offer an employee financial education program. How it impacts the in employee and in turn the employer.
Fab Change Day Activists School (Newcastle)NHS Horizons
Slides used during the Fab Change Day Activists School (Newcastle) on Tuesday 13 September 2016 and delivered by the Horizons team. If you have any comments or questions about these slides, please email england.si-horizons@nhs.net.
This year, NHS Change Day is joining forces with The Academy of Fabulous Stuff to create Fabulous Change Day on Wednesday 19 October 2016. We hope that you will be able to take action on this date (and all year round) to improve things for patients, service users, families and colleagues.
Ahead of Fab Change Day, we’re running one-day training events at six venues round the country to build your skills in leading change and help you make a real difference to patients and staff.
Transformation: An introductory guide to fundamental change for researchers a...Francois Stepman
7 Sep 2023 12:30 - 14:00 CEST. Transformation: An introductory guide to fundamental change for researchers and change makers in a world of crises
Fazey, I and Colvin, J. (2023). Transformation: An introductory guide to fundamental change for researchers and change makers in a world of crises - A Report for the Transforming UK Food Systems SPF Programme. University of York, Emerald Network Ltd. #52 p.
Online workshop based on a newly published report by Professor Ioan Fazey (University of York) and Dr John Colvin (Emerald Network Ltd) for the UKRI Transforming UK Food Systems SPF Programme.
This workshop was be an opportunity to learn, and engage with others, about the concept of transformational change in a context of a rapidly changing world.
The authors gave an overview of the concept of transformation and highlighted some of the critical aspects that need to be considered when embarking on an initiative, approach or campaign which is intended to be transformational. They talked about the challenges and opportunities of adopting these concepts in practice and research and there was an opportunity for participants to explore with others their own understanding and approaches to transformation.
Fab Change Day Activists School (Leeds)NHS Horizons
Slides used during the Fab Change Day Activists School (Newcastle) on Wednesday 14 September 2016 and delivered by the Horizons team. If you have any comments or questions about these slides, please email england.si-horizons@nhs.net.
This year, NHS Change Day is joining forces with The Academy of Fabulous Stuff to create Fabulous Change Day on Wednesday 19 October 2016. We hope that you will be able to take action on this date (and all year round) to improve things for patients, service users, families and colleagues.
Ahead of Fab Change Day, we’re running one-day training events at six venues round the country to build your skills in leading change and help you make a real difference to patients and staff.
The slides from the workshop that Helen Bevan and Steve Fairman ran at the Change in the Age of Disruption conference on 11th November 2015. Follow along at #cmidisrupt
@HelenBevan
@SteveFairman1
"Signed, Sealed Delivered": leading improvement in a new eraHelen Bevan
The slides from the workshop that Helen Bevan and Goran Henriks presented at the Clinical Microsystems Festival, Jonkoping, Sweden on 2nd March 2016. References and resources have been added at the end
From Now to New Right Here: Change-as-Flipping (BetaCodex16) Niels Pflaeging
BetaCodex Network White Paper No. 16. March 2019
Authors: Niels Pflaeging & Silke Hermann
A white paper about the alternative to "change management" as we know it. Change is more like adding milk to coffee!
Learning Event 2 of the Midlands Frailty Collaborative, bringing together 9 STP areas focusing on priorities and improvement approaches for transforming frailty services across the Midlands region.
Leading change is not as easy as it sounds. This slide pack gives an overview of a presentation I gave to a group of front line manager at a regional hospital in Red Deer Alberta. Enjoy! Marlies
Compliance is an essential part of HR, but it is always the bare minimum and should be assessed and analyzed as part of an overall culture strategy. Issuing a policy that says "We don't discriminate" is not the same as a comprehensive inclusion and diversity program.
Following the rules and filing reports are just part of creating a work environment where compliance happens on the way to larger goals for learning, performance, and wellness. But since HR never has to make the business case for compliance, it can be a persuasive approach to larger culture initiatives.
In this presentation, we survey compliance issues, who they affect, and why it's essential to see compliance as a culture issue.
You will learn:
- What compliance issues create risk for the organization.
- What compliance issues create risk for employees.
- Why people are the most important aspect of all compliance issues.
- When compliance problems are symptoms instead of causes.
- How to approach different compliance issues using tech, training, coaching and data.
- How to make compliance an effective part of a comprehensive approach to work culture and strategy.
The original webinar featured Mike Bollinger, Vice President-Thought Leadership and Advisory Services, Cornerstone OnDemand and Heather Bussing, Employment Attorney and Principal Analyst at HRExaminer.
Cornerstone has been spending a lot of time gazing into our crystal ball and thinking about the future. More specifically, how organisations like yours can navigate the future and prepare for the emerging Skills Economy. The way we see it, we are at a critical juncture where the world is experiencing a major shift in the way everyone works and learns.
The most successful companies continually reinvent themselves during these times of disruption. And continually developing their talent is the differentiator. No matter what sector or industry, increasing employee's knowledge, skills, and abilities in this continually changing environment is fundamental in futureproofing success.
In our webinar, we explore the increasingly fluid nature of learning, the skills workers will need to learn, and how leaders can build a culture of learning from the top down.
Coffee with Cornerstone: How to Deliver Training to Franchisees and DealersCornerstone OnDemand
You know that educating your network of franchises, dealers, and partners is critical to your organization's success, but how can you best deliver training to an external audience?
Grab a coffee and join Cornerstone for a discussion and demonstration of some of the latest trends in franchisee and dealer training.
During the webinar, you'll see how you can:
• Deliver training content to franchisees and dealers
• Measure the impact of your training programs
• Generate revenue from training courses
HCI Webinar: Changing a Company Culture, One Technological Performance Module...Cornerstone OnDemand
Sometimes the best systems aren’t all in place when it comes to talent management. Processes may need improvement and people likely want more support, but a knowledge gap and lack of experience in change management blocks companies from adopting the finest practices and implementing helpful technology. Success, as seen by leaders, is achieved by doing what works best for the business. Top managers take on the constant task of determining how to make each process more efficient and improve what’s needed to maximize productivity.
The Evolution of HR: Embrace an Analytics Mindset to Unlock HR’s PotentialCornerstone OnDemand
Highlights:
• Approaches for developing an analytics mindset and a culture of curiosity about talent
• The art of interpreting and visualizing analytics outcomes
• How to craft a compelling story to drive change, starting with where you are today and how to achieve the talent future state
Learning objectives:
• What is the VUCA world?
• Evaluate what areas of HR will be impacted by changes.
• Establishing and advocating for needs of HR and your employees.
• Aligning processes with the new initiatives in your organization.
Big data is not only transforming the way we make decisions, but also the way that organizations recruit, manage and develop their people, driving engagement, innovation and productivity to new peaks.
Explore the future of cloud-based human capital management, and demonstrate how what you do today will influence and energize your company for decades to come.
Sarah Brennan, Principal Consultant, Talent Acquisition at Cornerstone OnDemand, provides easy-to-understand insights on:
o Evolution of the role of recruiting in business from reactive to strategic partners
o How a unified approach to looking at talent acquisition can benefit core HR and business drivers
o The impact employment branding and candidate experience have on influencing employee engagement and retention (and vice versa)
Presented by: Mike Erlin, Managing Director, Australia & New Zealand
Some questions we answer:
Compliance
•Where do the highest risk levels reside & why?
•What are my risks if employees do not finish a course on time?
Succession Planning
•Which employees are ready for a new role?
Career Mobility
•What are possible career paths based on current role and career interests?
Employee Growth
•What is my employee’s potential for new roles & how can I best develop them?
Learning & Development
•What courses drive the most impactful development?
•How can I effectively assign courses & optimise our catalog?
Embracing Disruption: How One Multinational is Changing its ApproachCornerstone OnDemand
Digital disruption and flatter workplace organizations are changing employee expectations regarding corporate learning. Organizations must take advantage of the opportunities created by these changes and align existing organizational expertise to them in order to fulfill business objectives.
Emerging Trends in Learning & Performance: Shift Your Performance Discussions...Cornerstone OnDemand
In Part 2 of this series, we discussed ways to increase engagement in your organization through learning strategies. Providing a variety of learning opportunities for employees is critical, as is having a clearly defined approach to talent development. In a recent survey by the Conference Education Board, 65% percent of millennials stated that the opportunity for personal development was the most influential factor in choosing their current job. As the shifting focus of performance management embraces a forward-looking approach, development opportunities for employees is taking center stage in those discussions.
In the final part of this series, Jeremy Spake, Principal Consultant, Advisory Services for Cornerstone OnDemand will explore specific ways to shift performance discussions toward development, coaching and ways to encourage the career growth of your organization’s employees. Talent management professionals must be ready to have conversations that revolve around building skills and experience, career planning and helping team members network and succeed. Mr. Spake will share case studies and best practices from companies which have embraced employee development not as a trend, but as a talent and performance management priority.
Learning and Business Impact: Making the Case through Metrics and AnalyticsCornerstone OnDemand
Proving the impact of a single learning investment is relatively easy. Answering the broader question of "What impact is L&D having on the business?" is hard.
Revising your Enterprise Learning Strategy: It Starts with CommitmentCornerstone OnDemand
As a $1 billion growth company, AthenaHealth had grown rapidly over a relatively short period. As a result, their learning and development department was faced with new challenges related to leadership commitment, employee engagement and scalability to support the organization’s pace of change. During this spotlight webinar, AthenaHealth’s chief learning officer, Karen Hebert-Maccaro, shares how she stewarded the organization into the next phase of their enterprisewide learning strategy, through senior leadership commitment and the development of tailored learning experiences for each employee.
During this spotlight webinar, viewers will learn:
•How AthenaHealth took a contemporary approach in developing their learning strategy.
•Lessons learned as the organization underwent a significant change modernizing the L&D department and introducing a learner-centric culture.
•The risks and rewards in overhauling your organization’s learning strategy.
Emerging Trends in Performance Management: Diagnose, Discern & Develop - Part 1Cornerstone OnDemand
In this session, Jeremy Spake, Principal Consultant, Advisory Services for Cornerstone OnDemand, will explore several emerging trends through examining case studies of companies using these new performance management concepts. Discussing specific actions, Mr. Spake steps us through how to diagnose your current performance strategy, the benefits the latest trends have on employee engagement as it pertains to performance management, as well as discerning between learning activities and development achievement.
Preventing Staff Burnout: Strategies for Happier Staff and Healthier PatientsCornerstone OnDemand
There is a fine line between stress and passion in the workplace. Both require extreme dedication, time and commitment, however, one is not pleasant, while the other, completes the reason for your existence. The term ‘burnout’ in the workplace suggests that people are tired of working to the point that they no longer want to continue at their current pace. We often consider burnout as a ‘bad thing’ in the workplace and overall that is correct, however, this can emanate from both a stressful position as well as a passionate position.
According to of a comprehensive study conducted within the nursing ranks, there are three types of stress; eustress, distress and severe distress (i.e. burnout). Eustress is the kind of stress that generates either fear or excitement, often see to be ‘good stress.’ Distress is what we all think of when we speak of stress, the bad kind. Distress generates depression, sadness, and pessimism to name of few. Lastly, severe distress is extreme stress. This is the type of stress that causes emotional exhaustion to the point of coronary heart disease. Stress is no laughing matter and a very real issue in clinical operations. Arguably, organizations must address these issues intentionally and for multiple reasons.
In this session, Tom Tonkin, Ph.D., Principal Consultant, Thought-Leadership and Advisory Services for Cornerstone on Demand, will discuss the challenges of dealing with both stress and passion in the workplace, both leading to staff burnout. He will go over the causes of stress in the clinical workplace as well as some struggles to help alleviate some of the issues.
Shifting Away From Annual Performance Reviews to Increase Productivity and En...Cornerstone OnDemand
Discover how shifting away from annual performance reviews can boost employee engagement and productivity within your organisation.
Presented by Geoffroy de Lestrange, Product Marketing Manager, EMEA Cornerstone
Driving Engagement: The Link Between Staff Buy-in and Quality CareCornerstone OnDemand
Employee engagement is good for both the employee as well as the organization; when employees are happy, they’re more productive, and the institution delivers higher levels of patient care while keeping overall costs down. As they say, it’s a win-win. Just 44% of healthcare workers are engaged (HBR) and engagement was the top variable for mortality rates (Forbes). What might be a good solution to boost engagement?
The crux of this issue is that employee engagement is 'over' defined. Search for the term on Google and you will get a myriad of definitions that lead to confusion about what you’re trying to solve and how to solve it. In this webinar, we will address the history of employee engagement, where the confusion lies, and implications for the clinical staff relevant to competency and patient outcomes. We will also propose some areas for immediate focus to get ahead of this issue.
In a similar format to Part 1 of this series, the webinar will address a strategic view of employee engagement, while attendees will receive an eBook describing some practical steps to increase overall employee engagement. Click here to access previous sessions:
Our presenters for Part 1 will be Tom Tonkin, Ph.D., Principal Consultant, Thought-Leadership and Advisory Services and Lynn Howe, Regional Sales Manager for Cornerstone on Demand. Dr. Tonkin has over 25 years of experience in human resources challenges and focuses on the Healthcare sector for Cornerstone. Howe, RN, MS, CEN, and CCRN is a Registered Nurse, former Director of Education with 30 years of clinical experience, holds a graduate degree in Human Resource Management and is currently a regional sales manager in the healthcare vertical.
Onboarding in Healthcare that Sticks: It's More Than Just the PaperworkCornerstone OnDemand
Unfortunately, staff turnover in the healthcare industry has now become a characteristic of the sector. Research reports that half of the nurses leave their current positions after two years. Care centers report significant turnover that equates to a $7 million a year problem. Adding to that is a two-headed dragon: the workforce that is retiring 10,000 people per day, yet the average adult lifespan is increasing.
That’s why Cornerstone OnDemand is proud to present a four-part series that addresses weaknesses in employee development to shine a light on a persistent, yet fixable problem.
The first of the series will address onboarding issues. We know that hospitals on board their employees in just one day. The rationale for this timeframe is that healthcare in America is a ubiquitous industry; however, many onboarding programs in hospitals disregard the fact that each institution holds different values, beliefs, and shared norms, many of which can’t be fully addressed in one day.
Join Tom Tonkin, Principal Consultant, Thought-Leadership and Advisory Services at Cornerstone OnDemand, for the first webinar in our series on staff burnout in healthcare and how to treat it across the entire employee life cycle! Topics covered in this webinar include:
-The importance of strong onboarding on day 1
-How to set clear goals and expectations from the beginning
-The importance of opening up job-roll-specific training early in the onboarding process
Performance, Comp, Succession First Looks - Oct. 16
This Isn’t Why I Went to School! – 3 Ways to Deal with Change for Clinical Staff
1. Thomas Tonkin, Ph.D. – Advisory Services
This is not why I went to school!
3 ways to Deal with Change with
Clinical Staff
2. Dr. Tom Tonkin
Principal, Change Management and Transformation
Thought Leadership & Advisory Services
Dr. Tonkin is an executive in Professional Services and
Software Sales arena and has over 25 years of business
and technology experience. Prior to joining CSOD, Dr.
Tonkin was the CEO and Co-Founder of the Sales
Conservatory where he specialized in helping sales leaders
that have revenue generation responsibility between $5M
and $1B and are looking for a trusted advisor to guide them
to materially increase revenue . He spent 19 years of his
career at Oracle Corporation as the Senior Director of the
Sales Performance Group in Oracle’s Global Sales
Academy. Dr. Tonkin is also a speaker at leadership and
business conferences where he also presents throughout
the year.
5. Change Challenges
Organizationally-Centric
• Hospitals employing the least
engaged nurses spend $1.1
million more per year in
malpractice claims than those
with the most engaged nurses.
• Higher nurse satisfaction resulted
in an 87 percent decrease in
infection rate over two years
5
6. Change Challenges
Organizationally-Centric
• Hospitals employing the least
engaged nurses spend $1.1
million more per year in
malpractice claims than those
with the most engaged nurses.
• Higher nurse satisfaction resulted
in an 87 percent decrease in
infection rate over two years
People-Centric
• The cost of replacing a
nurse can be upwards
of 1.3 times their
salaries.
• One hospital reports
that their health care
staff only scored in the
38 percentile in
employee engagement
suggesting that they
were not satisfied with
the work
6
7. Change Challenges
Organizationally-Centric
• Hospitals employing the least
engaged nurses spend $1.1
million more per year in
malpractice claims than those
with the most engaged nurses.
• Higher nurse satisfaction resulted
in an 87 percent decrease in
infection rate over two years
People-Centric
• The cost of replacing a
nurse can be upwards
of 1.3 times their
salaries.
• One hospital reports
that their health care
staff only scored in the
38 percentile in
employee engagement
suggesting that they
were not satisfied with
the work
7
Why?
• “The low engagement levels, survey respondents
said, were primarily due to industry changes
(such as the burden of transitioning from paper to
electronic medical records)”
8. Agenda
• Change Management vs. Transformation
• The Need for a People-Centric Approach
• The 3 Questions you staff asks themselves
everyday
8
11. Change or Transformation?
" The caterpillar starts to
change“
"The transformation
from caterpillar to butterfly
is one of the most
exquisite in the natural
world"
11
12. Change or Transformation?
" The caterpillar starts to
change“
Canisius College
Website
"The transformation
from caterpillar to butterfly
is one of the most
exquisite in the natural
world"
12
13. Change or Transformation?
" The caterpillar starts to
change“
Canisius College
Website
"The transformation
from caterpillar to butterfly
is one of the most
exquisite in the natural
world"
National Geographic
Website
13
14. Change or Transformation?
" The caterpillar starts to
change“
Canisius College
Website
"The transformation
from caterpillar to butterfly
is one of the most
exquisite in the natural
world"
National Geographic
Website
14
So, Change = Transformation?
15. Change Management v. Transformation
Change
Management
• Reference is the Past
• Efficiency Focused
• Making the current better
Transformation
• Reference is the Future
• Effectiveness Focused
• Birthing a new state
“AS IS”
Urgency
Results
16. Change v. Transformation1
Change Transformation
Past
Present
Future
CHANGE requires becoming familiar with the current situation, and working to make things better, faster, cheaper, or some
other “er” word. The past is the fundamental reference point and actions are intended to alter what already happened.
1"Change vs. Transformation." Change vs. Transformation. The Primes. Web. 15 Sept. 2015.
17. Change v. Transformation1
Change Transformation
Past
Present
Future
CHANGE requires becoming familiar with the current situation, and working to make things better, faster, cheaper, or some
other “er” word. The past is the fundamental reference point and actions are intended to alter what already happened.
TRANSFORMATION is an assertion that our actions today create our future tomorrow. The future can be described and
realized when you free yourself from constraints of the past. In transformation, you design your future and invent ways to bring
it about. Transformation doesn’t describe the future by referencing the past (better, faster, or cheaper); it births a future that is
entirely new.
1"Change vs. Transformation." Change vs. Transformation. The Primes. Web. 15 Sept. 2015.
18. Change v. Transformation1
Change Transformation
Past
Present
Future
CHANGE requires becoming familiar with the current situation, and working to make things better, faster, cheaper, or some
other “er” word. The past is the fundamental reference point and actions are intended to alter what already happened.
TRANSFORMATION is an assertion that our actions today create our future tomorrow. The future can be described and
realized when you free yourself from constraints of the past. In transformation, you design your future and invent ways to bring
it about. Transformation doesn’t describe the future by referencing the past (better, faster, or cheaper); it births a future that is
entirely new.
BOTH require a firm grasp the current state of affairs — the ”As Is”. Without an intimate understanding of our As Is, we’re
delusional about the future from the outset.
1"Change vs. Transformation." Change vs. Transformation. The Primes. Web. 15 Sept. 2015.
19. Change v. Transformation1
Change Transformation
Past
Present
Future
CHANGE requires becoming familiar with the current situation, and working to make things better, faster, cheaper, or some
other “er” word. The past is the fundamental reference point and actions are intended to alter what already happened.
TRANSFORMATION is an assertion that our actions today create our future tomorrow. The future can be described and
realized when you free yourself from constraints of the past. In transformation, you design your future and invent ways to bring
it about. Transformation doesn’t describe the future by referencing the past (better, faster, or cheaper); it births a future that is
entirely new.
BOTH require a firm grasp the current state of affairs — the ”As Is”. Without an intimate understanding of our As Is, we’re
delusional about the future from the outset.
EXAMPLE - A butterfly is a transformation, not a better caterpillar.
1"Change vs. Transformation." Change vs. Transformation. The Primes. Web. 15 Sept. 2015.
23. Common Elements of a Change Plan
• Vision (Why)
• Strategy (What)
• Metrics (How Much)
23
24. Common Elements of a Change Plan
• Vision (Why)
• Strategy (What)
• Metrics (How Much)
• Communications (Who)
24
25. Common Elements of a Change Plan
• Vision (Why)
• Strategy (What)
• Metrics (How Much)
• Communications (Who)
• Execution Plan (When & How)
25
26. Common Elements of a Change Plan
• Vision (Why)
• Strategy (What)
• Metrics (How Much)
• Communications (Who)
• Execution Plan (When & How)
26
This is fine, but what about the people?
27. “The best ways to encourage out of
the box thinking is to draw the box
correctly in the first place”.
Paul Gibbons, (2015).
29. Population Characteristics
Population Characteristics
• Innovators (2.5%) Highest Social Status
Highest Social Capital
Close Contact with Innovators (Sensitive to Scarcity)
Rogers, E. M. (1962). Diffusion of innovations. New York: Free Press of
Glencoe.
30. Population Characteristics
Population Characteristics
• Innovators (2.5%) Highest Social Status
Highest Social Capital
Close Contact with Innovators (Sensitive to Scarcity)
• Early Adopter (13.5) High Opinion Leadership
More discreet than Innovators (Greater levels of Judgment)
More judicious to maintain control
Rogers, E. M. (1962). Diffusion of innovations. New York: Free Press of
Glencoe.
31. Population Characteristics
Population Characteristics
• Innovators (2.5%) Highest Social Status
Highest Social Capital
Close Contact with Innovators (Sensitive to Scarcity)
• Early Adopter (13.5) High Opinion Leadership
More discreet than Innovators (Greater levels of Judgment)
More judicious to maintain control
• Early Majority (34%) Above Average Social Status and Capital
No Opinion Leadership (Sensitive to Social Proof)
Do have direct contact with early adaptors
Rogers, E. M. (1962). Diffusion of innovations. New York: Free Press of
Glencoe.
32. Population Characteristics
Population Characteristics
• Innovators (2.5%) Highest Social Status
Highest Social Capital
Close Contact with Innovators (Sensitive to Scarcity)
• Early Adopter (13.5) High Opinion Leadership
More discreet than Innovators (Greater levels of Judgment)
More judicious to maintain control
• Early Majority (34%) Above Average Social Status and Capital
No Opinion Leadership (Sensitive to Social Proof)
Do have direct contact with early adaptors
• Late Majority (34%) Adopt after the average end user (Looking for more than 50%
adoption)
High levels of Healthy Skepticism
Average Social Status and Capital
Rogers, E. M. (1962). Diffusion of innovations. New York: Free Press of
Glencoe.
33. Population Characteristics
Population Characteristics
• Innovators (2.5%) Highest Social Status
Highest Social Capital
Close Contact with Innovators (Sensitive to Scarcity)
• Early Adopter (13.5) High Opinion Leadership
More discreet than Innovators (Greater levels of Judgment)
More judicious to maintain control
• Early Majority (34%) Above Average Social Status and Capital
No Opinion Leadership (Sensitive to Social Proof)
Do have direct contact with early adaptors
• Late Majority (34%) Adopt after the average end user (Looking for more than 50%
adoption)
High levels of Healthy Skepticism
Average Social Status and Capital
• Laggards (16%) Little to no opinion leadership.
Aversion to change-agents, “tradition“
Contact with only family and close friends.
Rogers, E. M. (1962). Diffusion of innovations. New York: Free Press of
Glencoe.
35. “Communicating” the Chasm
35
Maloney’s 16% Rule:
Once you have reached
16% adoption of any
innovation, you must
change your messaging
and media strategy.
Your message must
change from scarcity to
social proof. Use this
media type available to
you to communicate.
This is how you
accelerate past the
chasm to the tipping point
of adoption.
43. “People change what they do less because they
are given analysis that shifts their thinking than
because they are shown a truth that
influences their feelings. This is especially so
in large-scale organizational change, where
you are dealing with new technologies, mergers
and acquisitions, restructuring, new strategies,
cultural transformation, globalization, and e-
business – whether in an entire organization, an
office, a department or a work group”.
Kotter and Cohen, 2002).
44. The Process of Change and Adjustment
Elisabeth Kubler-Ross (1969)
45. Three questions every employee answers
everyday
• Do I want to stay?
• Do I need to stay?
• Should I stay?
46. What is this?
This addresses the positive
emotional connection that
the employee has to the
organization. For example,
working at here, whether the
people or the work itself,
makes them happy.
46
Do I want to Stay?
Most employees formulate their long-term organizational commitment in their first 30 days
47. What is this?
This addresses the positive
emotional connection that
the employee has to the
organization. For example,
working at here, whether the
people or the work itself,
makes them happy.
Where does it come from?
This feeling is induced from
positive work experiences at
your organization.
47
Do I want to Stay?
Most employees formulate their long-term organizational commitment in their first 30 days
48. What is this?
This addresses the positive
emotional connection that
the employee has to the
organization. For example,
working at here, whether the
people or the work itself,
makes them happy.
Where does it come from?
This feeling is induced from
positive work experiences at
your organization.
Proposed
Action/Curriculum:
• Testimonial videos
• Professional Development
Classes that coincides with
employee's career
aspirations.
• Reoccurring team
meetings at every level (i.e.
regional or national)
48
Do I want to Stay?
Most employees formulate their long-term organizational commitment in their first 30 days
49. What is this?
This is when an employee is
calculating the cost of
leaving the organization and
questions what they need to
do.
49
Do I need to Stay?
Most employees formulate their long-term organizational commitment in their first 30 days
50. What is this?
This is when an employee is
calculating the cost of
leaving the organization and
questions what they need to
do.
Where does it come from?
Leaving is more difficult
when the employee invests
more and more into the
company. How vested are
they in the company.
50
Do I need to Stay?
Most employees formulate their long-term organizational commitment in their first 30 days
51. What is this?
This is when an employee is
calculating the cost of
leaving the organization and
questions what they need to
do.
Where does it come from?
Leaving is more difficult
when the employee invests
more and more into the
company. How vested are
they in the company.
Proposed
Action/Curriculum:
• Exposure to all of the
organization through cross
line of business training.
• Have employee invest in
the organization and be
visible about it like filling
out their profile page.
• Special internal projects
that makes the company
better.
• Increasing employee
engagement
51
Do I need to Stay?
Most employees formulate their long-term organizational commitment in their first 30 days
52. What is this?
The feeling of obligation to
stay with an organization.
What the employee ought to
do.
52
Should I Stay?
Most employees formulate their long-term organizational commitment in their first 30 days
53. What is this?
The feeling of obligation to
stay with an organization.
What the employee ought to
do.
Where does it come from?
When employee is socialized
into the organization and the
company invests in the
employee.
53
Should I Stay?
Most employees formulate their long-term organizational commitment in their first 30 days
54. What is this?
The feeling of obligation to
stay with an organization.
What the employee ought to
do.
Where does it come from?
When employee is socialized
into the organization and the
company invests in the
employee.
Proposed
Action/Curriculum:
• Early investments in the
employee, for example
during on-boarding
• Help employee build a
personal network
• Job satisfaction and career
advancement surveys
54
Should I Stay?
Most employees formulate their long-term organizational commitment in their first 30 days
55. Putting it All together
Organizationally Centric
• Vision (Why)
• Strategy (What)
• Metrics (How Much)
• Communications (Who)
• Execution Plan (When & How)
55
56. Putting it All together
Organizationally Centric
• Vision (Why)
• Strategy (What)
• Metrics (How Much)
• Communications (Who)
• Execution Plan (When & How)
56
57. Putting it All together
Organizationally Centric
• Vision (Why)
• Strategy (What)
• Metrics (How Much)
• Communications (Who)
• Execution Plan (When & How)
People Centered
• Do I want to Stay?
• Do I need to stay?
• Should I stay?
57
59. Conclusion and Wrap-up
• We must:
• Understand the difference between a change
management effort and a transformation
59
60. Conclusion and Wrap-up
• We must:
• Understand the difference between a change
management effort and a transformation
• Be sensitive to the needs of the people effected
by change
60
61. Conclusion and Wrap-up
• We must:
• Understand the difference between a change
management effort and a transformation
• Be sensitive to the needs of the people effected
by change
• Plan for both organizational change as well as a
people-centric change
61