Building The Best Staff Keeping Them
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Transcript of Building The Best Staff Keeping Them
Building & Keeping the Best Staff Retention Strategies for the Real World
Jeanne Supin, MA, NCCBH Consultant & Watauga Consulting
Terry Haru,PhD, Heritage Behavioral Health Center
Session Objectives
Learn what the best research says about retaining excellent staffExplore how this relates directly to your staff and your organizationDevelop concrete strategies to apply back home
World Café
World Café is a method for creating dynamic conversations, sharing
knowledge, and exploring strategies around questions that matter to you and your work.
World Café Etiquette
FOCUS on what mattersCONTRIBUTE your thinkingSPEAK from your mind & heartLISTEN to understandLISTEN TOGETHER for insights, patterns & deeper questionsPLAY, DOODLE, DRAW – write on the tablesHAVE FUN!
The World Café Resource Guide, by Juanita Brown (2002)
Discussion
Introduce Yourselves.
Why Are You Here?
Turnover Trends in Behavioral Health
Turnover rates for case management and paraprofessional staff can be as high as 30-50%Turnover rates for clinical staff can be 20-30%Recruitment of specialty clinical staff is difficult, to say the leastPsychiatrist recruitment is extremely difficult
Losing Staff Affects …
Client & family engagementContinuity of careService capacityFinancial bottom line
Calculations
Direct cost to fill a $60,000 job ranges from $9,777 to $49,000Other studies suggest replacing an employee can cost (direct & indirect) more than 3 times the annual salary
Direct Costs
Placement, advertising feesInterview costsHiring, bonus, relocation costsTraining costAdministrative expenses
Indirect Costs
Care discontinuityLost revenue due to vacanciesLost training & experience“Ramp up” time
Learning curveStaff stressOrganizational image
General Turnover Trends
Unemployment rate is only very slightly higher (5.4%) than in the boom years in late 1990’s (4.6 average)Baby Boomers will begin retiring in 2011, with likelihood many will retire early (60% by age 62)Estimate a skilled labor gap crisis will begin 2005 Source: John Izzo & Pam Withers, Values Shift: The New Work Ethic and What it Means for Business
Additional Changes in How Employees Perceive Work
Work is no longer considered the primary focus of one’s lifeParadox: employees also want their work to be meaningful and offer real fulfillmentEmployees are more committed to their own work, their own professional growth & development than to an organization
"In these days of talent wars, the best way to keep your stars is to know them better than they know themselves – and then use that information to customize the careers of their dreams”
Timothy Butler and James Waldroop, Job Sulpting – The Art of Retaining Your Best People, Harvard Business Review, Sept/Oct 99
Change Tables!
1. Three people from each table find new, different tables to join.
2. A host remains at the original table to share the table’s history with its new participants.
3. Once settled, please …Introduce yourselvesBriefly share your thoughts, insights, learnings from your previous group
Discussion
Why do staff leave your organization?
Why do they stay?
Gallup Organization Research
Authors Marcus Buckingham & Curt Coffman25 years worth of interviews1,939 workgroups in 26 organizations, 21 industries around the worldOver 1 million workersFirst Break All the Rules: What the World’s Greatest Managers Do Differently (Simon & Schuster, 1999)Q12
Most Important Variable in Productivity & Retention
Assuming reasonably competitive pay, the most important productivity & retention variables is:NOT pay or benefitsNOT commitment to the missionIt’s the quality of the relationship between employees and direct supervisors
Not Pay & Benefits?
Pay, benefits, senior management & org structure were initially on the list but dwindled under analysisThey are important, but they are equally important to all employees – good, bad, mediocreAccording to the Gallop research, competitive pay & benefits will get you employees but they won’t encourage the great ones to stay
Gallup Organization Q12
1. I know what is expected of me at work.2. I have the materials & equipment I need to
do my work right.3. At work, I have the opportunity to do what
I do best every day.4. In the last seven days, I have received
recognition or praise for doing good work.
5. My supervisor, or someone at work, seems to care about me as a person.
6. There is someone at work who encourages my development.
7. At work, my opinions seem to count.8. The mission or purpose of my company
makes me feel my job is important.
9. My fellow employees are committed to doing quality work.
10. I have a best friend at work.11. In the last six months, someone at work
has talked to me about my progress.12. This last year, I have had opportunities at
work to learn and grow.
High Scores Mean Higher:
ProductivityProfitEmployee retentionCustomer satisfaction
Specific Retention Questions
1. Do I know what is expected of me at work?2. Do I have the materials & equipment I need to do
my work right?3. Do I have the opportunity to do what I do best
every day?5. Does my supervisor, or someone at work, seem to
care about me as a person?7. At work, do my opinions seem to count?
These 5 questions are most directly influenced by managers, not companies.Employees stay with or leave managers, not companiesThey may join your organization because it’s the type of work they love, but they stay because they have a great boss.
McKinsey & Company
“War for Talent 2000”Surveyed 6,900 corporate officers, top executives, midlevel managers56 companies
McKinsey’s 7 Talent Imperatives
1. Talent mindset at all levels2. “Extreme Employee Value Propositions”
– compelling reasons why someone wants to work for you (great organization, leaders, job & attractive compensation)
3. High-performance culture that combines strong performance ethic and open & trusting environment
4. Recruit great talent continuously5. Develop people to their full potential6. Make room for talent to grow7. Focus on retaining high performers
“War for Talent II: Seven Ways to Win,” Fast Company, January 2001
John Izzo & Pam Withers
Values Shift: The New Work Ethic and What it Means for BusinessStudied 200 companiesNot just typical dissatisfaction, Profound culture shift in which people are asking themselves fundamental questions about what they want from their work
Six Suggestions
1. Proactively offer meaningful ways to improve work / life balance & synergy
2. Actively promote sense of deeper cause3. Promote & support professional growth &
development4. Treat employees like partners5. Create community in the workplace6. Maintain mutual trust
Some Results
Izzo & Withers found staff turnover falls up to 50% when employees are offered benefits like child-care subsidies, elder-care programs, flexible hoursProductivity increases about 20% after organizations implement work/life balance programs
Source: John Izzo & Pam Withers, Values Shift: The New Work Ethic and What it Means for Business
Discussion
Now that you’ve heard the research, how might your
answers be different about why your staff stay
and why they leave?
Discussion
Based on the research, list all the things about your organization (your structure, your practices,
your leadership, your managers, your culture, your pay …) that
might cause staff to leave.
Most research about employee retention and excellent performance shares the following
common themes.
Employee Themes:
Reasonable compensationAbility to do excellent workProfessional & personal integration and synergyStrong relationshipsSense of meaning
Organizational Themes
Demonstrated alignment between vision, mission, values and everything else!Highest qualityPerformance excellenceSuccessful infrastructureStrong relationshipsSense of meaning
Employee Themes
Reasonable Compensation
Reasonable related to industry and community comparisonsDoes not have to be the highest but has to be within an acceptable rangeAssuming “reasonableness” it really isn’t the most important variable for retention & performance excellence
Ability To Do Excellent Work:
Am I the best fit for my job?Do I know what’s expected of me?Do I have everything I need?Can I do my best every day?Can I achieve the best possible results?Can I grow and develop professionally?
Professional & Personal Integration and Synergy
Can I align my professional and personal values?Can I take care of both my professional and personal responsibilities, goals, desires?Does someone care about me at work?Can I find a sense of community at work?
Strong Relationships
Do I have a great supervisor?Do my opinions seem to count?Can I help make improvements?Do I trust others in the organization?Do I believe the organization has a culture of honesty?Can I be honest and trustworthy?
Sense of Meaning
Does my work feel meaningful?Does my work lift my spirit and fill my soul?
Change Tables!
1. Three people from each table find new, different tables to join.
2. A host remains at the original table to share the table’s history with its new participants.
3. Once settled, please …Introduce yourselvesBriefly share your thoughts, insights, learnings from your previous group
Discussion
Considering employee themes from your own perspective as an employee …
To which questions can you answer the most resounding YES!
Which questions generate less enthusiasm? How do your answers affect your
performance & commitment?
Discussion
Now consider these questions from your employees’ perspectives …
Where might their resounding YES! be?Where might you get less enthusiastic
answers?How might their experiences affect excellent
performance & retention?
Organizational Themes
Foundation is Critical
Virtually all organizations have a vision, mission, and valuesBut … few really use these as the drivers for key, explicit, measurable indicators of individual, team, and organizational performance
Foundation as the Driver
How do we directly link our vision, mission, values to all we do and communicate this organization-wide on a regular basis?How do we demonstrate our accountability for this link?How do we continuously strengthen this link?
Highest Quality
Do we set and strive for the highest possible quality and outcomes?Do we embrace and implement best practices in all we do?Do we live a culture of real continuous quality improvement?
Excellent Performance
Do we recruit for the best talent?Do we ensure the best fit between employee and job?Are our expectations clear?Do we provide ongoing, meaningful feedback and valuable performance reviews?Do we spend the vast majority of our time, attention, and money on those who do excellent work?
Successful Infrastructure
Do our policies, structures, and practices support excellent work and talent?Are we flexible, emphasizing individual strengths and quality outcomes?Do we lavish managers & supervisors with training, guidance, mentoring, support, time, and energy toward their success?Do we encourage, allow, and reward managers & supervisors to do the same with their employees?
Strong Relationships
Do we value strong, healthy, collaborative relationships?Do our structures and practices support strong, healthy, collaborative relationships?Can employees actively participate in continuous quality improvement?Do we encourage honesty and trustworthiness?Are the top leaders honest and trustworthy?
Sense of Meaning
Is our vision & mission clear, meaningful, and truly inspiring?Does everyone know, understand, support, and embody our vision & mission?Can our consumers, families, and employees find real meaning in what we do?
Change Tables!
1. Three people from each table find new, different tables to join.
2. A host remains at the original table to share the table’s history with its new participants.
3. Once settled, please …Introduce yourselvesBriefly share your thoughts, insights, learnings from your previous group
Discussion
Relating to organizational themes, where is your organization most
successful? Why?
Where are your organization’s most significant challenges? Why?
“Recipe” Review
We have distributed several “recipes” that describe what some organizations have done to retain excellent employees. These are just a few examples to use as you wish.We know all of you have implemented many different strategies and there are many other examples out in the field.
Discussion
If you could cut your turnover rate in half what would that mean for your organization?
Discussion
What are the most challenging themes (employee or
organizational) for your organization?
What might you & your organization do to improve those
areas?
Discussion – All Participants
What are your improvement ideas?
Discussion
What can you do in the next three months to initiate these
strategies to improve your organization’s retention of
excellent employees?
Discussion – All Participants
Share some of the initiatives you identified at your table?
What else might you take home with you?
What might you need – from all of us here and/or others – to help you put these ideas
in action once you get home?
World Café
World Café is a method for creating dynamic conversations, sharing
knowledge, and exploring strategies around questions that matter to you and your work.
Use the World Café …
With groups sized 12-1200When you have 1 ½ or more hours availableIf you want to get input, share knowledge, explore possibilitiesWhen you want to encourage authentic, meaningful conversations about things that matterWhen exploring in-depth, strategic possibilities
World Café Design Principles
Clarify the ContextCreate hospitable spaceExplore questions that matterEncourage everyone’s contributionCross-pollinate diverse perspectivesListen together for insights and deeper questionsHarvest & share collective discoveriesHave fun!
World Café
Created by Juanita Brown & David Isaacswww.theworldcafe.com
Whole Systems Associates166 Homestead Blvd.
Mill Valley, CA 94941
Presenters
Jeanne Supin, NCCBH consultantWatauga Consulting
Boone, North [email protected]
828.265.0367
Terry HaruHeritage Behavioral Healthcare
Decatur, [email protected]
217-420-4706