The CommitteeHuman Resource

Manager/SupervisorsCNO

High performers employeesPhysicians

You are the new Director of a Human Resource Department at a small 100 bed hospital in a rural area in east Tennessee. Retention has been an issue for this hospital over the last 10 years. Its high employee turnover has cost the health care organization thousands of dollars each year, and as a result is affecting patient care. The Governing Board has hired you, given your extensive working knowledge and commitment to Hardwired Excellence to solve the problem. ◦ Discuss who you will ask to join your committee and the reasons for their

membership on your committee:◦ HR Director, Education Resource Manager, Unit Manager, Employee◦ Discuss the steps you will take to investigate the identified problem.◦ Discuss the goals your committee hopes to achieve.◦ Discuss how you plan to solve the problem, and the process of

implementation.◦ Discuss what type of leadership training you will provide.◦ Discuss how your plan can be incorporated into the recruitment process.◦ Discuss how you will evaluate your plan.

Angelique: Problem discussion and investigation

Sabreen: Goals and implementation

Sharon: Leadership and Recruitment process

Carlotta: Evaluation

Agenda

The Committee Human Resource-Make up the workforce of

the organization Manager/Supervisor-They can make or

break the organization. They oversee the employees. They inspire and motivate.

CNO-The nurses are the heart of the organization.

High Performers-they are the lifeblood of the organization. They keep our organization running.

Problem Investigation Look at the exit interviews

◦ Last couple of years. Gather the top reasons why employees

leaves our organization. Feedback Mechanism

◦ Employees survey What employees think of our organization) Are they happy here? Would they refer people to work here? Would they refer their family and friends here to get

service. The Committee Evaluation & Implementation

Problem Investigation Low performers Orientation and on-boarding processes Leadership/Bad relationships with manager Compensation and Benefits Flexible Schedules Advancement Opportunities Overworked Not feeling appreciated

Solving the Problem

Plan of action Get Rid of low performers Monthly evaluate employees surveys

Success Starts at the Bottom◦ Why◦ How (coaching and mentoring, full-day training sessions, reward

employees)◦ Where (training, selection, orientation, re-recruiting, retention)

Resolving Actual Problems◦ The Skill Wheel◦ The Wall

Preventing Fish Heads◦ Human Resources◦ Education Resource◦ Human Performance & Training Consultant

Skill Wheel Skill Sets Core Competencies Leadership Evaluation Tool Food For Fit

Maintaining Qualitative Status◦ Partnering For Success

Solving the Problem

What You Permit You Promote◦ HTC (Human, Technical & Conceptual)

Exit Interview Selection Orientation Re-recruit Retention

◦ Seeing the Big Picture – Skills Sets What Are Perceived Walls: Know the Risk of Hitting/Over Coming Images Effective Communication Listening is Hard

◦ Anticipating The Wall – Core Competencies Our Leaders Are Visible

◦ Hitting The Wall - Why R They Important? Problem Child Syndrome Fairness – Treat Them Differently

◦ Getting Over The Wall Promote Winners “I Value You”

The Skill Wheel

Preventing Fish Heads LDI Training – Offsite Trainings

◦ Man In the Mirror Me and My Mirror Managers Are Up

◦ Why R (reward) They Important ◦ Fish Heads (The Skill Wheel & Wall)◦ 90 A’s Learning Lessons◦ Food for Fit◦ Evaluation Forum

LEADERSHIP Evaluation Tools Employee Ran Forum Orientation New Hires (Telling My Story)

Having Greatness…

“What wins have we achieved this week?” Me and My Mirror – Coaching Leaders

◦ Overly Analytical – Never Satisfied with though from a Reputable Source

◦ Aloof – Never Acknowledges Others for Their Hard Work

◦ Micro-Managing – Controls…Checking Behind YOU to See If You Did Your Work

◦ Self-Centered – Think the Only Way is Their Way & Consistently Bragging about Job They are Doing

Man in the Mirror

How Accountable are YOU: ASK Would you recommend this organization to you friend. Would you rate your employer as a great place to work?

Make That Change◦ Communication is the Key◦ 1) What does good communication look like to you?◦ 2) What type of information is important for you to hear directly from me?◦ 3) How often do you want to be communicated with? ◦ 4) What information materials, data, do you need to help with your communication? ◦ 5) How do you like to receive communication?

Building Bridges: Make Managers Accountable ◦ Is there anything here that you are uncomfortable with? Anything that might cause you

to want to leave?◦ Peer Evaluation (Managers vs. Employees) ◦ You get what you measure and what you reward. If you want a high-retention culture,

build it into your evaluation and reward structure for managers.◦ Every Year Annual Employee Appreciation Award

Crossing Borders◦ Mentor Me◦ Consider the generation differences in what people find motivating.◦ 1. Why is it often argued that in organizations, what gets rewarded is repeated?◦ 2. How can you align goals listed under the five pillars with the results from employee

surveys?◦ 3. What happens when employees experience a low sense of purpose and worth on the

job?◦ 4. Why are an individual’s sense of personal worth and feeling worthwhile on the job at

the very center of the flywheel?

Mirror Conference “Managers Are Up”

I received the information on the employee attitude survey in an open manner.

2) I was given an opportunity to provide input and feedback during the meeting.

3) We discussed and prioritized the next steps to be taken based on the survey results and our meeting.

4) I feel action will be taken by my manager & Administration.

Why ARE They Important?

90 day A’s (ASK) for Learning Lessons◦ Using Your Benchmark Data for Driving ‘Why Not the

Best” Organization◦ Action – Using Your Keys…Listening

“Is There Anything I Can do For YOU Right Now”?◦ Always – Boards…Implement

“Do YOU have Any Suggestions”? “Take five minutes to ASK ‘What do you think we should

do?’ And the answer doesn’t have to be your way. Tell them ‘Go ahead and try it and let me know how it worked out.’ Help people find their own ideas.

◦ Achieves – Employee Forums “Is there Anybody on Staff who Has Really been Helpful to

you What are We doing Well?

90 Day A’s…

Don’t ask questions and listen to their answers as a form of manipulation.

If you ask, make sure you listen to the answers with the intention of acting on their input.

Use the following questions to see if you are really listening:◦ Does my mind wander when I’m listening? If so, how

do I bring it back?◦ Do I make silent judgments about others while I am

listening to them?◦ Am I thinking of what I am going to say next while

they are talking?◦ Is the other person talking more than I am?

Using the Keys

What They Want…What They Need:◦ Engage: What can We Do to Help You?

Move your high and middle performers to higher levels…lows…out◦ Are you meeting your employees' needs to fulfill their

own personal mission of healing, helping and making a difference?

◦ What do your employees think about your organization?

◦ What does working for your organization mean to them?

◦ Will their impressions affect their continued loyalty or engagement?

Food for Fit

Selection◦ Peer Interviewing

Behavioral Based Questions Manager & Employee Designed

Orientation◦ Standards Agreement◦ Tell Me Your Story – Visit Orientation “Welcome”◦ 30 day Manager’s Evaluation

So Now That You’ve Been Here a Month Do We Compare to What we have Said”

Re-Recruiting◦ Job Design and Redesigning

Retention◦ Job Shadow ◦ Mentorship Program

Remain◦ Employee Forums◦ Manager vs. Employee Survey

Partnering for Success

Decrease employee turnover rate ◦ Decrease money losses◦ Increase quality of services

Increase participation and involvement from employees and leaders

Re-recruitment◦ Keep our employees Grow our organization

Goals

Implementing Goals Decrease employee turnover rate by at

least 10%◦ Increase employee satisfaction by rounding:

doing our best to actually get them done◦ Ask employees if they have resources, supplies

and/or equipment they need ◦ Weekly meeting

Their input and opinions They have a purpose and feel important Sense of ownership in organization

◦ Stay autonomous◦ Drop box

Implementation Increase participation

◦ More survey takers: increase 15% in 30 days:◦ Host employee lunch and

Survey during the break ◦ Online training programs

Home or at work◦ Peer Review Questions:

Improve screening process◦ Surveys can help us measure satisfaction◦ Happy employees>>Happy patients>>Happy

physicians

Implementation cont.

Show appreciation (This will help RE-RECRUITMENT) Increase employee recognition by 15% in 30-60

days◦ Compensation/Salary◦ Thank you notes; birthday cards◦ Bonuses for outstanding work ◦ Rewards for employees specifically recognized from a

happy patient (This will keep them motivated to give good service and care)

◦ Monthly Progress Report to see if our retention is improving ◦ Monthly statements to see how much money we have

saved by not hiring more often than we should

Goals Evaluation

1. Using 90 day plans2. Using Monthly report cards & 3. Using leader evaluations

90 Day Plans We will use 90 day plans to communicate

progress towards goals. 90 day plans will consist of:

◦ Annual goals◦ 90-day goals◦ Specific steps to achieve goals.

90 Day Plans

• Create 90 day plans at the beginning of each quarter.

• At the end of the quarter: hold a meeting review progress made.

• Use a rating system that will help the employee know when to seek management advice and when not to.

Leader Evaluation Implement leader performance evaluations

◦ Five point scale ◦ Accountability◦ Responsibility◦ Integrity◦ Improved Image to employees

Monthly Report Cards Monthly Progress Reports will help to:

◦ Communicate results to staff◦ Allow leaders to communicate progress to their

supervisor.◦ Hardwire a leader focus on results monthly◦ Identify areas & leaders with great results or that

need assistance or coaching.