2010 Web Seminar Series -...
Transcript of 2010 Web Seminar Series -...
2010 Web Seminar Series
The Internal Customer:The Internal Customer:Staff Retention and Communication
Presented on January 26, 2010 by: Louise Haynes, M.S.W.Jack Chally M B AJack Chally, M.B.A.
Liz Buttrey, B.S.
"This training has been funded in whole or in part with Federal funds from the National Institute on Drug Abuse, National Institutes of Health, Department of Health and Human Services, under Contract No.HHSN271200522081C."
Produced by Liz Buttrey, NIDA CTN CCC Training Office
Training ObjectivesTraining Objectives
Why continuity matters Impacting staff retention through management,
workplace culture, job design, opportunities, rewards, and relationship building
f Importance of the "internal customer" Retention through empowerment and growth Mentoring recommendations
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Why Staff Continuity MattersWhy Staff Continuity Matters
Business based estimates for the cost of staff turnover Cost to find, hire, and train new staff Lost productivityp y
In 2006, about 33% - 50% the staff annual salary In 2010, about 50% - 200% the staff annual salary
4About.comBernardin, H. (2006). Human research management an experiential approach. New York: McGraw Hill.
Why Staff Continuity Mattersy yCosts We must consider the impact of lost
training and protocol expertise when a core research staff member is lost
In an ideal situation, research staff within the CTN are hired 3 months before the trial launches 4-6 weeks before investigator’s meeting staff
is hired 4-6 weeks after investigator’s meeting the site
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Why Staff Continuity Mattersy yCosts Pre-Investigator’s Meeting Six weeks – 75% (180 hours) of staff time is ( )
devoted to training Site-specific onboarding and orientation
Investigator’s Meeting Two-Four days of intense in-person trainingTwo Four days of intense in person training
Impossible to replicate Travel costsNetworking and team building lost
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Why Staff Continuity Mattersy yCosts Pre Endorsement Six weeks - 50% (120 hours) of staff time is devoted to
trainingtraining By Study Launch Approximately 300 hours of training plus the Approximately 300 hours of training plus the
Investigator’s Meeting
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Why Staff Continuity Mattersy yCosts
Staff expertise is developed through operationalizing the study at the siteoperationalizing the study at the site This level of staff development investment cannot be
made with replacement staff
Staff is your most valuable resource Study productivity can stop due to staff lossy p y p
May take months to get replacement
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Why Staff Continuity Mattersy yto Everyone
Not just a management issueSt ff l ff t kl d Staff loss affects your workload
Affects everyone at every level Re-establishing continuity is time
consumingg
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Team Development StagesTeam Development Stages Forming Forming
Just meeting each other and learning their roles Honeymoon phase
Storming Internal conflict / Uncomfortable
Becoming more self directed Individual / Group
Norming Normalizing / Acceptance
Q-TIP (Quit taking it personally) Who am I in the context of this new group?
Performing Performing Norms are established relationships become
functional Adjourning
Project completion Project completion Feelings of loss New change
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Key FactorsyImpacting Staff Retention
ManagementW k l lt Workplace culture
Job design Opportunities RewardsRewards Relationship building
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ManagementManagement
Morale Morale as function of team strength Morale and productivity Individual job satisfaction Supervisory and front line staff morale Team vs. individual approachpp
Research works well as a teamBuilding good supervisors & staff morale to
increase productivity
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Is it workload that impacts your morale the most?
Have you dealt with morale drops during certain sections of the research trial?
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Workplace CultureWorkplace Culture
Environment Team atmosphere Team atmosphere
Positive Interactive Interactive Fun
Evaluation feedbackEvaluation feedbackPeriodic and event drivenPositive reinforcement Individualized
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Workplace CultureWorkplace Culture
E t Empowerment Staff ownership of project Staff driven processes New ideas
Encouraged and implemented when possible
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Job designJob design
St t d b t fl ibl j b d i Structured but flexible job design Clear expectations and chain of command Flexible day to day operations
Suited to employee strengths Managers leverage strengths while mitigating
areas of possible improvementDetail oriented People skills
Bi i t / ll i t thi kiBig picture/small picture thinking
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OpportunitiesOpportunities
O t iti Opportunities Solicit Interests
Growth Personal and professional Water and feed
Career pathCareer path Assist either inside or outside the project
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RewardsRewards Recognition at all levels Recognition at all levels Work team
Sit Site Study CTN-Wide
Tailored to the individual Public vs. private Within the individual’s comfort zone Valuable to the individual
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Relationship BuildingRelationship Building
Have a plan Consistent and genuine effortg Different approaches can encompass equal
treatment Tailored to the individual staff memberValue the person not just the productivity
Research teams are more like family than co-workers because the division is hard “Goal – functional family”
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Life Happens!Life Happens!
Staff loss isn’t always preventable Life circumstances Life circumstances Opportunities
C t i t d i t Cross train to reduce impact Strong SOPs Strong documented procedure notes Staff developmentMentorship
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Management Administrative
& Support& Support Staff
Clinical Staff Affected
Clinical Staff Involved
Core Study Staff
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Internal CustomerInternal Customer
The internal customer is the employee or staff member
Satisfied external customers are a sign of success
Satisfied employees are the reason for that successthat success
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Taking Care of Internal gCustomers
Treat your employees as you would like them to treat your customers/clients Courtesy Respect and value
Their time Their time Their contribution to your project
Be available to them Regular formal and informal meetings Open door policy Prompt responses
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Taking Care of Internal gCustomers
Try to exceed expectations Know what staff expectations arep Care about the person not just their
productivity Continuous communication about the
project’s directionp j Share information in a timely manner
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Taking Care of Internal gCustomers
Collaborate Solicit ideas Solicit ideas Allow staff to design processes
S th k Say thank you Extremely valuable Thanks must genuine
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CommunicationCommunication
Collaboration/Communication Collaboration and ongoing communication Collaboration and ongoing communication
are vital to research project success Keep folks informed Keep folks informed
Develop a communication plan Intentions are good – time is short Intentions are good time is short
Assure that you hear the other person
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MentoringMentoring
Opportunities to reach beyond comfort Support of staff efforts
shaping, not perfection
Conference workshops Posters Posters Manuscript development Budget developmentg p Protocol development Participation in community meetings Leadership/management training
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MentoringMentoring
Funding: agency and RRTC supportF db k Feedback
Share the glory/rewards - recognition Pass it on
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Effective Team CommunicationEffective Team Communication
New project vs. established projectproject
Staff coming from other organizational culturesg
Importance of role definition Clarity of responsibilities andClarity of responsibilities and
expectations
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Clinical Trials Network · Dissemination LibraryClinical Trials Network Dissemination LibraryNational Drug Abuse Treatment
A f hi i ill b il bl A copy of this presentation will be available
electronically after the meeting from:
CTN Di i ti Lib
http://ctndisseminationlibrary org
CTN Dissemination Library
http://ctndisseminationlibrary.organd
NIDA Livelink
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https://livelink.nida.nih.gov