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Retention Insights

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Title: Retention Insights


1
RetentionInsights
  • Recruitment and Retention Best Practices

2
Retention Best Practices
  • Retention in Indian health programs is built upon
    a series of best practices
  • Recruitment
  • Leadership
  • Communication
  • Shared Management
  • Professional Development
  • Community Relations

3
Recruitment
If you fail in the recruitment and selection of
great people, you wont have great employees.
And without great employees, how can you
possibly have a great company?MICHAEL
WRIGHTIDEAL PEOPLE LTD., MANAGING DIRECTOR
4
Recruitment
  • Recruitment ? The act or process of supplying
    organizations with new members or employees.
  • The Value of Recruitment
  • Effective recruiting focuses on strong team
    players.
  • Effective programs sustain employee motivation
    from initial recruitment to long-term retention.
  • Effective recruitment of new employees can be
    rewarding for both employees and the
    organization.

5
Recruitment
  • Recruitment in Action
  • Building long-term relationships with new hires
    will reduce your turnover rate, as well as
  • Create trust.
  • Support and encourage staff.
  • Make your team feel secure and valued.

6
Recruitment
  • Onboarding for the Long Term
  • Focus on retaining good employees before theyre
    hired.
  • Bring in qualified people who fit with the
    organization and staff.
  • Discuss the Tribal culture and the Indian health
    system.
  • Avoid applicants who show a potential lack of
    interest in a long-term commitment to your site.

7
Recruitment
  • Make the Most of the Orientation
  • A thorough orientation ensures new hires feel
    comfortable from the start.
  • Use the orientation period solely for
    initiation/onboarding activities.
  • Provide a glimpse into the activities of every
    department.
  • Begin with the basics.
  • Ensure the new hire understands and completes all
    compensation and benefit information accurately.

8
Recruitment
  • Build Your Team in Blocks
  • Use connections to build your team.
  • Ask your staff to recommend acquaintances.
  • Hire a group of people from the same school.
  • They will have a built-in social network.
  • They will form a stable nucleus.

9
Recruitment
  • Finding Opportunities for Spouses
  • Explore opportunities with local businesses or
    private entities.
  • Work with your personnel department to create
    flexible positions.
  • Encourage other staff members spouses to form a
    welcoming committee/community network for
    spouses.

10
Recruitment
  • Leverage Your Location
  • Tout the unique settings where Indian health
    facilities are located, many of which offer
    scenic and cultural amenities.
  • Promote the abundant opportunities for outdoor
    and recreational pursuits.

11
Recruitment
  • Show Your Appreciation Before You Hire
  • A personal pre-hire informational package could
    be the final selling point. This could include
  • The Successful Transitions (Urban to Rural)
    brochure and workbook.
  • Items of interest to the candidate, such as a
    listing of religious services and places of
    worship school boundaries, registration and
    education program information utilities, real
    estate and Tribal/local Area site information.
  • A copy of the local newspaper. Often weekend
    editions include retail ads, employment ads and
    housing information.

12
Recruitment
  • Focus on the Mission
  • Describe the unique clinical and cultural
    opportunities.
  • Talk to candidates about the unique opportunity
    to serve an appreciative and deserving patient
    population.
  • Explain the emphasis on providing
    patient-centered care while working among an
    interdisciplinary team of clinicians.
  • Explain what to expect from a typical day on the
    job (hours, patients, tasks, resources).

13
Recruitment
  • Make Time for the New Hire to Meet the CEO
  • CEOs and recruiters work together to turn
    candidates into new hires and new hires into
    valued team members.
  • Schedule half-hour or one-hour meetings with
    visiting candidates and new hires.
  • Listen to their concerns and answer questions
    about the job and the facility.
  • Inquire about the factors or influences that
    attracted them to an IHS career. Share your own
    story about how you came to the IHS.
  • Inquire about their outside interests and hobbies
    and what attracted them to your community.

14
Leadership
Management is doing things right Leadership is
doing the right things.PETER F. DRUCKER
15
Leadership
  • Leadership ? The ability or function of a
    leader the act of providing guidance and
    direction.
  • The Value of Leadership
  • Strong leaders are able to successfully direct
    the actions of others toward a goal, whether
    its individual or organizational.

16
Leadership
  • Leadership in Action
  • Employees look to their managers for guidance
    with
  • How to view the organization.
  • How to view their place in the organization.
  • How to perform their role.

17
Leadership
  • The Executive Manager Role
  • An Executive Manager should
  • Know his or her employees strengths and
    challenges in the workplace, but also know them
    as people to make a personal connection.
  • Identify and remark upon employees
    unique abilities.
  • Provide support and guidance to develop needed
    skills and perform job duties with success.
  • Be available for questions, concerns and ongoing
    dialog about career development.

18
Leadership
  • Set the Standard
  • Nurturing your staff can positively affect
  • Spending.
  • Effective cooperation.
  • Community relations.
  • Demonstrate that every staff member counts.
  • Show your support daily.
  • Create an environment that fosters personal
    success.

19
Leadership
  • Make the Right Decision
  • There are times when executive management needs
    to make difficult choices. In order to gain staff
    acceptance when making tough decisions, you
    should
  • Emphasize that patient care is your top priority.
  • Depersonalize the decision-making process by
    emphasizing your role as the patients advocate.

20
Leadership
  • Encourage Longevity, Discourage Turnover
  • High turnover is bad for Indian health programs
    on multiple levels.
  • Sometimes a disgruntled departing employee can
    create a temporarily unstable work environment
    for those around him or her.
  • Vacancies create heavier workloads.
  • Its difficult to create unity and attain goals
    in unstable settings.

21
Leadership
  • A stable, effective environment
  • Attracts individuals who will stay.
  • Perpetuates good work and career habits.
  • To encourage longevity, employ effective
    leadership
  • Be available to staff daily.
  • Attract the best by being the best.

22
Leadership
  • Work the Late Shift
  • If your facility is open 24 hours a day, seven
    days a week or has a night shift
  • Include those hours in your own work weekly.
  • Extend your day or come in later.
  • Work a weekend regularly.

23
Leadership
  • Let Your Professionals Practice
  • One reason employees leave the Indian health
    system is that their work environment doesnt
    allow them to do their job well. To avoid this
  • Create a practice setting in which employees can
    perform to the best of their ability.
  • Help employees by staying actively involved in
    their professional activities.
  • Protect your staff from interference caused by
    problems within the system.

24
Leadership
  • Increase Your Exposure
  • Provide opportunities for your staff to interact
    with you by stepping into the clinical setting
    twice a day or more. These chance encounters
    offer opportunities to
  • Build personal relationships and closer
    professional relationships.
  • Show staff that their welfare is a priority.
  • Make staff members feel valued.
  • Give staff the chance to bring up questions or
    concerns.

25
Communication
The single biggest problem in communication Is
the illusion that it has taken place.GEORGE
BERNARD SHAW
26
Communication
  • Communication ? An imparting or interchange of
    thoughts, opinions or information.
  • The Value of Communication
  • Communication is an essential component of any
    relationship and an important skill to master for
    any manager.

27
Communication
  • Communication in Action
  • Successful organizations communicate effectively.
    The benefits are
  • Increased employee commitment.
  • Improved morale.
  • Reduced turnover.
  • Better decision making.
  • Improved workplace relations.
  • Enhanced workplace learning.

28
Communication
  • IHS managers should
  • Provide encouragement and praise for a job well
    done.
  • Recognize achievements.
  • Step in when assistance is needed.
  • Give and receive feedback.
  • Respond to ideas and concerns.

29
Communication
  • Be accessible. Instead of waiting for your staff
    to come to you with problems, be proactive
  • Deal with problems before they become larger.
  • Improve perceptions.
  • Build relationships.
  • Show your willingness to help employees.

30
Communication
  • Everyone Has an Idea That Can Make a Difference
  • Use your staffs knowledge to inform your
    decision making.
  • Establish regular staff meetings.
  • Meet with staff leadership routinely.
  • Keep them informed on any progress made on their
    behalf or that benefitted from their input.

31
Communication
  • Recognize the B Team
  • Often, positive feedback is given to A
    employees, but a pat on the back works for
    employees at every level.
  • Thank the B and C players who helped the A
    employees achieve success.
  • Recognize efforts on a personal level.
  • Validate all employee achievements.

32
Communication
  • Good Timing Can Be Crucial
  • How you communicate is often less important than
    when you communicate.
  • Take care of situations immediately.
  • Follow up on requests in a timely manner.
  • Respond to email.
  • If you dont pursue problems as they occur, you
    may be incubating a larger problem.

33
Communication
  • Using the Chain of Command
  • Some situations could potentially impact or
    undermine a supervisor.
  • Understand the supervisors position and respond
    supportively.
  • Use what-if scenarios to prepare or share
    situations from other departments and ask
    supervisors what they would have done.
  • Coach your supervisors before issues arise.

34
Communication
  • Get Feedback and Use It
  • Use customer feedback to improve customer
    satisfaction.
  • Develop a follow-up survey that
  • Is easy to understand and complete.
  • Offers ample space for comments.
  • Respond personally to the survey, answering any
    complaints when necessary and post your responses
    in a location where your patients can see them.

35
Communication
  • More than a Suggestion Box An Action Box
  • Having the CEO act on suggestions breeds
    goodwill.
  • Respond with concrete action.
  • Use your authority to get results.
  • Be timely with your response.

36
Shared Management
Never doubt that a small group of
thoughtful, committed people can change the
world. Indeed, it is the only thing that ever
has.MARGARET MEAD
37
Shared Management
  • Shared Management ? A partnership a working
    relationship that depends upon a joint effort.
  • The Value of Shared Management
  • Partnering with others to achieve goals spreads
    the weight of responsibility, as well as the
    thrill of success.
  • Building an inclusive environment is an important
    way to achieve employee buy-in and motivation.

38
Shared Management
  • Shared Management in Action
  • Sharing decision making with employees can
    dramatically advance an organization.
  • Success depends on total buy-in from the top
    down.
  • Staff are empowered to take ownership of
    outcomes.
  • Executive leadership must fully support its team
    members.

39
Shared Management
  • Give your staff responsibility to lead
    initiatives
  • Allow staff to make decisions in an effort to
    foster ownership.
  • Employees will recognize that management values
    them as professionals.

40
Shared Management
  • Support From the Top Is Critical
  • The entire executive leadership team must support
    implementing initiatives.
  • Establish a forum for executives.
  • Gain the support of all clinical and medical
    staff.
  • Provide accurate information throughout the
    process.

41
Shared Management
  • Let Others Lead
  • Your professional staff has a voice take
    advantage of it.
  • Let them set the agenda, weigh in on decisions
    that impact their staff and research and propose
    solutions to challenges.
  • Delegate leadership tasks and responsibilities.
  • Encourage them to share their knowledge in
    meetings and discussions, as well as with other
    staff members on the job and to suggest ideas and
    areas of improvement.

42
Shared Management
  • Give Ownership to Others
  • Everyone has a stake in the success of the
    organization.
  • Sharing responsibility shares risk.
  • When staff face outcomes, they learn to correct
    outcomes.
  • Holding staff responsible for outcomes lets them
    know you trust them.

43
Shared Management
  • Leave Hiring Decisions to Your Staff
  • Make a point of relinquishing the hiring
    authority to your staff members you may be
    surprised and gratified by their choices.

44
Shared Management
  • A Consensus Speaks Volumes
  • Presenting a united front among your leadership
    team offers several benefits
  • It sends the message that you are a team.
  • Sharing information and decision making fosters a
    committed relationship with staff.
  • Communication among executives prevents wasted
    efforts.

45
Professional Development
When inspiration does not come to me, I go
halfway to meet it.SIGMUND FREUD
46
Professional Development
  • Professional Development ? The act or process
    of acquiring and developing new skills.
  • The Value of Professional Development
  • Up-to-date skills are necessary in todays
    workplace environment.
  • It is vital to give employees opportunities for
    continued learning.

47
Professional Development
  • Professional Development in Action
  • Continual learning means ensuring that the
    proper, most current tools are in place. When you
    invest in your employees, you invest in the
    community. Being creative with your budget to
    provide training is crucial to the level of care
    you can provide.

48
Professional Development
  • Professional Development
  • Employees are our greatest asset.
  • By providing them opportunities for continued
    learning throughout their careers, we
    demonstrate our commitment to them.

49
Professional Development
  • You Have to Spend to Save
  • Can you afford to lose well-trained staff?
    Probably not.
  • Continuing education is a crucial cost of doing
    business.
  • Training opportunities enhance staff performance,
    morale and retention.
  • The cost of replacing professional employees is
    more than twice their annual salaries, so money
    spent on training will save many times the amount
    in turnover costs.
  • Plan your budget to include staff training and
    stick to it.

50
Professional Development
  • Reap the Benefits of a Well-Trained Staff
  • Set aside a portion of your budget and give your
    staff a dollar amount that is available for
    training.
  • Build up a funding cushion and use prior-year
    monies to eliminate crunches.
  • Staff members need to maintain their licensure
    and keep up with their professions.
  • No effort is too small.

51
Professional Development
  • Better Practices Result in Better Patient Care
  • A little education goes a long way.
  • The more your employees learn, they better
    theyll perform.
  • Better patient care will encourage patients to
    return.

52
Professional Development
  • Be Innovative
  • If budget limitations restrict training for your
    staff, find new ways for them to learn.
  • Use university programs as field educational
    sites.
  • Consider on-site training.
  • Bring trainers in-house.

53
Community Relations
The glue that holds all relationships together
including the relationship between the leader
and the led is trust, and trust is based on
integrity.BRIAN TRACY
54
Community Relations
  • Community Relations ? The relationship between
    local, state and/or federal entities and the
    local communities.
  • The Value of Community Relations
  • The spirit with which relationships are
    maintained affects how organizations work
    together.
  • Constructive attitudes, optimistic actions and
    friendly interactions create successful
    relationships.

55
Community Relations
  • Community Relations in Action
  • Local politics can affect your employees.
  • Proactively initiate regular communication with
    local leaders.
  • Be transparent and open with local leaders when
    issues arise.
  • Encourage staff members to ask for help or
    support from IHS leadership. Staff members should
    not deal with these issues on their own.

56
Community Relations
  • IHS Community Relations
  • Some Indian health communities may encounter
    situations that can become confrontational.
  • Solid, friendly relationships with local
    government entities are vital.
  • Resolving issues can be as simple as developing
    a relationship of shared understanding.

57
Community Relations
  • Every Patient Is Important
  • Patients want to experience concern on the part
    of their caregivers.
  • Respond to every patient who enters your facility
    as if he or she is the chief or Tribal chair.
  • If a patient complains that needed treatment is
    not being supplied, explain the situation to the
    patient.
  • Always treat patients with respect and concern.

58
Community Relations
  • Be a Buffer
  • Your staff may not have the training/experience
    necessary to handle Tribal politics.
  • You must be able to act as a buffer between
    professional staff and local politics.
  • You must be well versed in Tribal politics and
    have your professional staff deflect political
    issues to you.
  • Meet regularly with Tribal representatives.

59
Community Relations
  • Work Together To Resolve Issues
  • Maintain open communication with the Tribal
    government.
  • Let patients know their issues will be
    addressed.
  • Remain open-minded and stay focused on good
    patient care.

60
Community Relations
  • Communication is Vital to Council Constituency
  • Tribal council members must be informed in order
    to respond to their constituency.
  • Support them by providing information.
  • Share information they might not otherwise
    receive.
  • When you support Council members, you will find
    they support you.

61
Community Liaisons
  • A good way to ensure communication among your
    facilitys staff, the local community and Tribal
    representatives is to to appoint a community
    liaison.
  • Community liaisons represent the best interests
    of each party by communicating with each entity
    effectively, providing positive feedback,
    identifying any matters of potential concern
    and encouraging shared interest in conflict
    resolution. A community liaison can also serve as
    a mentor to new staff members by introducing them
    to the community and educating them about Tribal
    customs, cultural traditions and observances. 

62
Onboarding Checklist
To raise the physical, mental, social and
spiritual health of American Indians and Alaska
Natives to the highest level.Mission
Statement INDIAN HEALTH SERVICE
63
Prior to the Start Date
1
  • Welcoming an employee to your Indian health
    facility and paving the way for long-term success
    is easy if you set up an action plan that
    appropriately addresses his or her ability
    to succeed within the organization from the
    start.
  • Your plan to integrate him or her into your
    facility should begin immediately following his
    or her acceptance of the job offer and
    incorporate the essential steps on the following
    slide.

64
1
ACTION TO BE COMPLETED BY
One of the most important documents a new hire needs is an official letter of hire from HR entailing the position, responsibilities, salary and specific hiring terms. This letter provides official documentation of employment, which is necessary for mortgage lenders, school enrollment, health insurance, benefits and utility activation, as well as other key tasks needed to settle in. Include a Welcome letter and an information packet containing information about the facility, community (background, traditions, observances), local site amenities (housing, transportation, schools, businesses, services, etc.) and other pertinent information about your site one month prior to the new hire coming on board. Include a Point of Contact such as a liaison or mentor at the facility. CEO/Clinical Director/Supervisor
Identify staff with similar responsibilities to function as the new employees coach/mentor for work-related processes and procedures. CEO/Clinical Director/Supervisor
Work closely with your HR representative and arrange to have all necessary paperwork ready for the new employees arrival. CEO/Clinical Director/Supervisor/HR Representative
Likewise, notify your IT department of the new hire and arrange to have all the necessary technology and telecommunications equipment set up prior to his or her arrival (computer, email, phone, beeper, etc.). CEO/Clinical Director/Supervisor/IT Department
Prepare the new employees work area with any necessary office supplies prior to arrival date. CEO/Clinical Director/Supervisor
Add the new employee to the department and/or units organizational contact and routing lists within a week of reporting date. CEO/Clinical Director/Supervisor
Schedule the new employees first week activities and prepare his or her agenda, including names, titles and departments/areas of key contacts with whom he or she will meet. CEO/Clinical Director/Supervisor
Send an introductory email to staff announcing the new employees arrival, function and location. CEO/Clinical Director/Supervisor
Make plans to have lunch with the new employee or arrange to have lunch brought in to the facility for a meet and greet with the staff on the first day. CEO/Clinical Director/Supervisor
Identify an appropriate community/facility representative to serve as a cultural liaison for the new hire. Arrange to have the chosen liaison available to meet with the new hire during his or her first week to ensure he or she has an appropriate understanding of the community and Tribal ways. CEO/Clinical Director/Supervisor/Cultural Liaison
65
The First Day
2
  • While a new job can be exciting for someone new
    to your team, it can also bring an overwhelming
    sense of stress while trying to remember names,
    learn new processes and find his or her
    way around the facility.
  • You can help to alleviate these concerns by
    putting the new hire at ease, assuring him or her
    that an organization chart is available to use as
    a whos who resource and to map out each
    team within each department. Also, let the new
    hire know that you have an open-door policy
    should he or she have any questions or concerns.
    In doing so, you will immediately establish a
    sense of value and an understanding that your
    support is always available. 

66
The First Day (cont.)
2
  • Also, take the first day to confirm the new
    hires schedule, daily responsibilities and, if
    applicable, any previously agreed-upon telecommuti
    ng arrangement and then share that information
    with the HR department representative whos
    responsible for going over the new
    hires employee orientation.
  • Its important to let the employee know that he
    or she should allow for a few hours that
    first day to go over all of the necessary
    documentation and employment benefits with HR.

67
2
ACTION TO BE COMPLETED BY
Be available to personally greet the new employee as he or she arrives. Schedule meetings, conferences and phone calls for later in the day. CEO/Clinical Director/Supervisor
Personally lead the new employee through a tour of the facility. Orient him or her to specific locations, such as Lunch/break room Bathrooms Conference rooms Office equipment and supplies Parking CEO/Clinical Director/Supervisor
Introduce the new employee to the HR representative responsible for going over all paperwork, benefits, etc. CEO/HR Representative
Introduce the new employee to all staff and the chosen mentor with whom he or she will work alongside. CEO/Clinical Director/Supervisor
Orient the new hire to all technology Phone/intercom systems Computer system Information technology/security Time-management software Meeting schedules CEO/Clinical Director/Supervisor/IT Department
Introduce the new employee to the executive staff CEO (if other than the supervisor), CMO, CFO, etc., to acquaint him or her with management and to serve as a welcome to the entire facility team. CEO/Clinical Director/Supervisor
68
The First Week
3
  • Orientation sessions arent just important to
    new employees. Theyre also essential to the
    Indian health program because they address
    the organizations policies and procedures,
    new-hire concerns and help staff members form
    accurate expectations about the job theyve just
    taken on.
  • Performing the tasks below will ensure that your
    new employees are fully on board right from the
    beginning.

69
3
ACTION TO BE COMPLETED BY
Meet to review and discuss the new hire's IHS orientation, including explaining the following IHS Mission Introduction to IHS (IHS 101) Employee ethics Communication Customer service Supervisor
Identify training and development activities needed within the first six months and sign up the new employee for appropriate classes. Supervisor
Set performance expectations and discuss how and when the employee will be evaluated. Supervisor
Review and discuss the employees first week, answer his or her questions and solicit his or her feedback. Supervisor
Introduce the new hire to the community liaison chosen to help with his or her immersion to the community. Ensure the new hire understands the local traditions, heritage, cultural observances and ceremonies. Supervisor/Community Liaison
70
Within the First Six Months
4
  • Inspiring a new employee to want to remain at
    your Indian health facility is an ongoing task.
    Retention is a process that must be actively
    nurtured and developed during the tenure of
    each employee. This includes giving your
    employees the attention they require and deserve,
    offering encouragement and support, acknowledging
    a job well done and ensuring that he or she has a
    voice within your organization and that his
    or her input as well as the input of all staff
    members is key to the success of your facility.
    In short give your employees a reason to stay!

71
4
ACTION TO BE COMPLETED BY
Check in regularly with the new employee to see if there are any questions or concerns. Provide feedback often including positive reinforcement. CEO/Clinical Director/Supervisor
Schedule a six-month new-hire evaluation. Supervisor
Provide monthly feedback to new employees, regarding their job performance, including a formal performance evaluation in their third month. Supervisor
Celebrate each new hires six-month anniversary with a planned lunch or other form of recognition. CEO/Clinical Director/Supervisor
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