1 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. CHAPTER 10 Recruitment and Retention J. Larry Tyler, FAAHC, FACHE, FHFMA, CMPE Katrina Graham, MBA

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3 Recruitment and Retention Begin with the end in mind “The War for Talent” “Talent Wins” Health care – Not only the best – Credentialed, licensed – Shortages of workers

4 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Job Description Derived from job analysis Boring, but extremely important Be specific! Need hiring manager’s input Ensure that the person completing really* knows the position. Hiring manager’s responsibility Accurately, fairly and responsibly convey the requirements of the position.

5 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Job Description Job title Reporting relationships Committee responsibilities Educational and professional certification requirements List of duties and responsibilities Consider: lifting, moving, driving, bending. Consider legal requirements: OSHA, CLIA, ADA Behavioral characteristics desired Salary range, benefit level, and perks

6 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Job Description Job title – Bigger, more interest See FastCompany website for interesting job titles – Effect on other parts of the organization – Ripple effect – Room for mobility – Must fit the culture - Some of my favorite job titles from FastCompany Magazine » Visual Executive Officer (VEO), Master of Disaster, Director, Ethical Hacking, Head Monster, Project Meanie, Katalyst, Chief Academic Officer, Crayon Evangelist, Chief Privacy Officer, Slave Boy, The Truth, Idea Ambassador, Chief E-Cubator, Chief Linguistic Officer, Chief Inspiration Officer, VP of Happiness, Visual Executive Officer (VEO)Master of DisasterDirector, Ethical HackingHead MonsterProject Meanie KatalystChief Academic OfficerCrayon EvangelistChief Privacy Officerlave BoyThe TruthIdea AmbassadorChief E-CubatorChief Linguistic OfficerInspiration OfficerVP of Happiness » Knowledge Sorceress, Chief Super Mom, Curator of the Enlightened Orchard, VP of Hacker Relations Knowledge SorceressChief Super MomCurator of the Enlightened OrchardP of Hacker Relations

7 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Job Description Reporting relationships – Establish before recruiting begins – Opportunity to explore new ideas Committee responsibilities – Give a realistic and full view of job – Health care complex

8 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Job Description Educational and professional certifications List of duties and responsibilities – Most important, most difficult – Better to be more specific – “All other duties deemed necessary” Behavioral characteristics – Competency directory Salary

9 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Recruiting Plan Passive recruiting – Posting, advertising Active recruiting – Direct mail, – Networking Telephone solicitation Search engines

10 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Recruiting Plan Active recruiting (continued) – Contingency search firms Paid on contingency Need to establish specific rules Check references Establish terms of guarantee

11 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Recruiting Plan Active recruiting (continued) – Retained search Like consulting Exclusive basis 30–33% first year’s salary Off-limits policies Parallel processing

12 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Initial Screen Call to get more information Money, opportunity, location Current situation, compensation Qualifications, motivations Available dates Establish interest level Recruiters use Facebook, MySpace and Twitter to check background info!

13 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Onsite Interview Coordination is key All interviewers know about candidate, position, and other interviews Behavior-based questions Left-field questions Clear instructions, itinerary Feedback process

14 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Second Interview More group meetings Meets subordinates and other interested parties Spouse may come Set up meetings with real estate agent Relocation assistance Bonuses

15 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Severance Packages In C-Suite and moving down Protection for employees Protection for those taking on risk Promotes image of fairness Protects the organization Legal input

16 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Onboarding Helping the candidate start First 90 days of employment Outside coach Feedback Reduces costs Improves retention

17 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Retention Pay – Not a “satisfier” Benefits – Important to employees – Not taxable to the employee Education and career advancement – Tuition support, loan assistance

18 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Retention Work environment – Larger role than benefits and wages – Employee satisfaction surveys Sense of mission and accomplishment – Hire organizational fits – Culturally competent

19 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Managerial Guidelines Establish a job description Develop a recruitment plan Conduct an initial screen Conduct an onsite interview Apply a multifaceted approach to retention

20 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. CHAPTER 12 Training and Development Connie Schott, MBA, SPHR Christy Harris Lemak, PhD

21 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Training and Development Training – Addresses the skills that an employee needs in his or her current position Development – Adding new skills or experiences – Promotional opportunity or a different career path

22 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Training and Development Five major categories 1.Orientation and new employee training 2.Job-specific training 3.In-service training programs 4.Outside continuing education 5.Career development

23 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Improving Performance Build skills of teams and individuals Understand strengths and weaknesses of training-based solutions KSAOs Different training for different needs Training not always most effective way to address a performance need

24 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Improving Performance Training is ideal for the employee who has demonstrated a lack of task-related skill Standard training on a very specific skill New employee training – Classroom training – On-the-job teaching Development increases engagement

25 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Improving Performance Is training always the best approach? – Depends on the situation – Some skills can not be taught – Employee needs natural ability Training strategies – Classroom – Mentoring and performance consulting

26 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Training and Organizational Change Respond quickly to environmental changes Quality in patient care settings Methodologies of manufacturing assembly Focus on processes rather than individual performance Failure mode effects analysis

27 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Training Design Instructional system design (ISD) – Framework for designing and implementing effective training programs – Comprehensive training needs assessment – Training objectives and strategies – Training evaluation is conducted

28 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Training Design

29 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Training Needs Assessment Diagnostic process Organization identifies performance gaps Whether and how training can be used Assessment occurs at the organization, department, and individual levels

30 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Assessment Organizational level – Discussed during strategic planning – Planetree Model – Studer Group BEST Approach – HR key indicators – Outside requirements

31 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Assessment Department and work-unit level – Annual employee evaluation process – Departments identify KSAOs – Identify training opportunities – Identify performance gaps

32 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Assessment Individual level – Individual training plan – Updated annually – Rewards – Work together – Motivation

33 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Training Methods and Approaches Match training needs, objectives, methods, and materials Each type of training has unique goals and specific objectives

34 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Training Evaluation Evaluations usually not done well Limited resources, lack of leadership Four levels 1. Reaction 2. Learning 3. Behavior 4. Results

35 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Training Evaluation

36 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Training ROI Rarely done Effects of training must be isolated Gather data before training begins Convert effects into monetary values Estimate cost of training program Difficult

37 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Motivation and Transfer Training motivation – “Direction, intensity, and persistence of learning- directed behavior in training contexts” Predictors of training motivation and outcomes – Attributes of the person, the job, their confidence, and the situation

38 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Training and Development Challenges in Health Care Scheduling Ensuring full participation by trainees Support in the workplace Overcoming resistance

39 Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. Leadership and Training and Development Leadership support Enhanced learning Improved training transfer Organizational priority Continue their own training and development Managers of all levels