Welcome, Everyone! Retention is Hard Work And FUN!!

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  • Welcome, Everyone!Retention is Hard WorkAnd FUN!!

  • Pilot Study

    5/00 - 9/01

  • Compelling Need

    Continuous turnoverVacancies unfilledNew competition for talentLack of competitive salariesLimited resources for marketing/advertising

  • Our Approach

    Identify economic impact & build resolveDevelop targeted sourcing strategyRedesign recruitment and selection processCreate a compelling value propositionImplement measurement system

  • Five Highest Rated Tactics (Mercer) Challenging Work Career Development Opportunities Leadership Work Environment Incentives

  • Identify economic impact & build resolve... Cost of Turnover Termination and Hiring Costs Replacement training Job vacancy Lost productivity

  • Identify economic impact & build resolve...Starting salary = $33,000

  • Develop targeted sourcing strategy

    Education Level


    Personal Success Characteristics

  • Develop targeted sourcing strategy...

    Desirable Characteristics

    Innovative approach to work Tolerance for change/ambiguity Procedural/efficient operation Motivation to help people Knowledge motivation Teamwork orientation

  • Redesign recruitment and selection process...

    Job Requisition On-line Recruiting Selection On Board

  • Redesign recruitment and selection process...


    Candidate-friendly website

    Decreased Cycle Time by 2 weeks

    Interviewing Tool

    Referral Incentives

    Relationship Training

  • Create a compelling value proposition

    Brand (Organization Mission) Products (Challenging Jobs) Price (Rewards)

  • Create a compelling value proposition...

    Deliverables: Value Proposition Statement

    Reward and Recognition Program

  • Create a compelling value proposition...

    Salary Increases

    15% increase in MSW starting rates Up to $6,000/year per person 23% increase in BA/BS starting rates Up to $4,680/year per person

  • Implement a measurement system

    Recruitment & Retention Quarterly Scorecard


    Can we keep the people we need?

    Q1 Q2 Q3 Q4 Annual Target



    Average length of service

    How long do they stay?




    Reasons for separations

    Why do they leave? (list top five)

    % of total

    1. ___________________

    2. ___________________

    3. ___________________

    4. ___________________

    Continuous Recruitment

    How productive are our recruitment efforts?

    Referrals: # new hires from referrals

    Referral Bonus: This Quarter _____ (after 120 days)

    This Quarter _____ (after 1 year)

    Program to Date _____

    Continuous Recruitment

    Are we able to get the people we want?

    Hit Ratio: # offers accepted to # offers made

    Pipeline Fill: # of targeted candidates/relationships

    (leads in HR database)


    Are we strengthening relations with targeted universities?

    Universities: # schools

    Interns: # interns

    Intern-to-hire # interns hired

    Cycle Time

    How long does it take to fill a position? (Average)

    # Days



    Quarter: ____________


  • ResultsDramatic reduction in turnover Quarterly visibility on results/trendsAble to attract more desirable candidatesIncreased affiliation to agencyImproved retentionBetter accountability and supervision

  • Overall Perspective on Recruitment Know exactly the kind of talent you need Be able to answer the question, Why should a really good person want to work here?

  • Overall Perspective on Recruitment

    Be data driven Know the type of individual most suited to positions Understand where to find your best employees

  • Overall Perspective on Recruitment Develop creative solutions Be selective Provide competitive salaries

  • Remember..


    Questions? drice@hillside.com

    Good Morning! Welcome to this wonderful opportunity to share information about a topic we all know and love.

    I hope all of you have met your teammates and have had an opportunity to develop a certain amount of rapport and have come to consensus on your answerwe will be using that information through this morning, so be prepared to be called upon by Team Number.

    It takes more than the Luck of the Irish to recruit and retain talented staff in our industry. Whether from a public organization or a voluntary, not-for-profit, it takes hard work and effort to get people into an organization and motivate them to stay enthusiastic about their job.

    Our pilot study was chartered in May, 2000 and we enlisted the assistance of an external consultant, Legge & Company, a Rochester management firm.

    Leaders in our 11-county Western Region volunteered for this project. They were experiencing severe turnover and difficulty in filling open positions in many of their local offices where we provide therapeutic foster care and customized services to emotionally disturbed and mentally ill school-aged youth.

    Our study group was comprised of 27 social workers and 19 direct care staff whom we refer to as Youth and Family Development Specialists or YFDS.

    We also used national studies from Watson/Wyatt, Mercer and Drake, Beam Morin as benchmarks to validate our own findings.

    Our final report with recommendations was made in September, 2001.

    Wyatt, Mercer, and Drake,Beam Morin for validation and compensation comparisons.Add value/Support missionAuthority and responsibilityGrowth opportunitiesLearning environment, career enhancement skillsMeaningful workShared employability responsibility

    Legge and Company conducted personal interviews with current and former staff. Of the current staff interviewed, 33% of social workers and 25% of YFDSs said they were planning or likely to leave Hillside.

    The number of days that positions remained opened was from 91 to 140 days in this region.

    New providers of similar services were drawing key staff away.

    Some of our staff were being offered as much as $10,000 more in salary. Benchmarking concluded we were at 71% of the local market for direct care staff and 91% for social workers.

    Advertising costs were headed through the roof and they werent effective. And I had a neighbor tell me she actually felt sorry for us when she read the ads because ours were long and she saw them every Sunday. (on average one ad costs $350.00)OK, lets do something about it. What weve tried before isnt working. Leadership needs to understand what resolve really means. We go from year to year thinking that unless our rates change, there is nothing we can do or that it is someone elses problem. Our study made it clear that turnover is everyones problem, especially leaderships. Freeing up dollars for activities that up until now had been considered frivolous seemed easier once we understood the larger numbers. Why would anyone want to work for us? Had to stop negative thinking: Difficult work, low pay, sometimes hostile environment, tons of driving, uncooperative families, tons of paperwork, few rewards

    Its helpful to have a yardstick so that everyone in the organization knows how we are doing. We shared the study openly and celebrated the results.We did a literature review to see what the experts were finding in other organizationsit always helps to know that others are in the same boat.

    These five areas led the lists of things employees were saying that companies could do to keep themso we set out to see if our employees were similar or different.First, we did a thorough job of tracking down the real costs to HCC.

    Termination: exit processes, COBRA administration, payouts

    Hire replacements (advertising, selection, materials, orientation)

    Job vacancy: What were we losing in revenue because staff were not in place. We actually closed intake in one of our residential units at one time during this period because of lack of staff.

    Lost productivity: Time spent in the interview process was exhausting staff. Hiring less qualified individuals which required more shadowing. Poor choices resulted in higher turnover.Regardless of where you set the percentage, once you multiple by the number of staff in a year, the numbers speak for themselves. We found that our cost was $8,400 and we were losing in the area of 225 direct care staff per year. $1,890,000. Our consultants believe this to be on the very low side. 1-3 times salary would be a benchmark. 20012000YFDS 164 of 396 (42.4%) 203 of 376 (54.0%)SW 43 of 185 (23.2%)38 of 183 (20.8%)

    Thru May 2002YFDS - 10.3%SW - 6.5%

    We all know that some turnover is good, so these numbers are never going to be zero. We also know that we dont really have $1.9M left over to spend if turnover dropped to zero, but what we would have (advertising, training, etc.) would be time to spend enhancing skills, instead of obtaining them. And we werent going to keep the good staff we had unless we did something to stop the flow.Team #1 Please give the name of a song regarding mining. We did data mining:What degree, 56% of SW had MSW or MA in Counseling80% of YFDS staff in the WR have Bachelors degrees20% of YFDS have Associates degreesFrom what college did they graduate ? We found they graduated from two local colleges in particular.

    Who was their last employer 50% came from other Human Services organizations.It was clear to us that graduates took whatever job they could find and continued to look for related employment.

    Interviewed staff to determine what they believed made them success in their jobs (did separate high performers from others)

    We developed a targeted selective interviewing tool to help find folks who clearly identified with these characteristics.

    Why did our staff believe they would they leave?Pay increase opportunityCareer advancement Inefficient processes, rapid changes Burnout Performance problems not promptly addressed

    Posting/Advertisement (7 days) Responses, Interviews, References,Background Checks, Clearances Looked at how long it took an applicant to see our ads, make application, be interviewed and offered a job and scheduled for orientationit took too long.We talked to everyone for ways to make more efficient--where were the logjams. Decentralized application input, NYS clearance money orders on site orientation, on-line application from our user-friendly website.

    In addition, we needed to hire more recruiters, folks out there talking about Hillside to anyone whose lives they touched.

    And, we needed to make sure our supervisory staff wasnt part of the problemno time for interviews, disenchanted with doing interviews, turning people off with attitude, etc.(Hat: Uncle Sam) (#2 Give a great recruitment slogan)Birds of a Feather Flock to Hillside - $100 after provisional period, $100 after first year. After 1 year, weve had 205 referrals, 59 hired (29%), 23 successful after 120 days (39%)(Mortar Board) (#3 Give the name of a great trainer)Supervisors received training in Relationship building (Welcome Wagon approach, tour of the new location by city, wheres the bank, the post office, social services office) Providing a learning environment Regular feedback and accountability Career development and continuous improvement Balancing family/work environment Recognition program (Logo wear, Pat-on-the-Back, Wall of Fame, Prize Patrol)(Hillside Cap) (#4 Give a terrific company slogan.)Brand Statement: What we offer and why someone would want to work for us. Mission is easy for us in the helping industry. Staff need to have a passion for their work.The concepts of the organizations brand (mission and culture), the product (challenging work) and the price (rewards of balanced work/life) the organization produces are the foundation for any organizations value proposition.Asked CEO, Chief Operating Team and a number of others in key positions to answer questions related to what they thought Hillside had to offer. How did we distinguish ourselves from other not-for-profit employers?Jobs: We have great jobs for anyone wanting to work with kids! How do we publicly present our great story, without sounding boastful? SEE HANDOUTBy-in is very important. If staff are going to see/use as recruitment document, they must feel part of its foundation.Statement is widely used for recruitment. Welcome Committee: On-going recognitionMarket-based CompensationNON-Cash recognitionprofessional development, Annual Staff Development meetingtuition waivers, scholarship funds, public acknowledgement, open communications, (six different way: in person, newsletter, flyers, email, voicemail, memos)social events (even fund raising for other worthy cause), private praise (email, voicemail, notes), health care benefits, flexible schedules, treating each other as customers.

    16% - 17.5% increase in average annual compensation

    While we have not seen a significant change in turnover of social workers at Hillside, we hear from others in our community that they are having difficulty attracting social workers. So while our turnover remains very similar from year to year, we feel our sufficient pool of candidates is due to our EVP and market-based compensation efforts.HAT: Monitoring: # 5 Name your favorite detectiveLegge and Company, our consultants set up this useful tool for us so that we could track those key issues that we had identified. These are issues that heavily influenced the overall picture. If we could see an increase or decrease in these, we would be confident that our actions were having an impact.Turn to your handouts to the full size scorecard, please. And turn to the 2000 side first. This was our first attempt to capture some of these items.This was how we looked as we finished a little over six months of our pilot--we hadnt really done a lot that made a difference at this time.If you flip to the other side, you will see how we looked at the end of 2001and we have added an organization wide perspective to pieces of the pilot that we have spread to the rest of Hillside.The consistency is that leadership look at this on a regular basis. We track turnover on a monthly basis by discipline and by unit and keep a golf scorecard (par, under par) comparison with the last year as well. Determine change agents Measure what counts most Measure it consistentlyThings were headed in the wrong direction and despite the efforts in 2000, turnover continued to increase.

    However in 2001, with the promise of market-based compensation and all of the other aspects of our employee value proposition, we saw average annual turnover decrease by 25.3% in the Western Region.

    We didnt actually implement market based compensation until mid-October 2001, so while...