Innovate Workforce

Practices to Ensure

Future Success

Agenda

Joel Wernick is President

and Chief Executive Officer

of Phoebe Putney Health

System in Albany, Georgia.

Jill Schwieters is President

of Pinstripe Healthcare,

the leader in providing talent

solutions to the healthcare

industry.

• Achieving Alignment in an

Integrated Model:

The Phoebe Putney Story

• Making Talent Strategies an

Executive Priority

• Overcoming Middle

Management Resistance

• Focus on Culture &

Engagement

• Making Talent a Competitive

Advantage

• Create Larger Talent Pools

• Drive Greater Selectivity

• Hire for Innovation

• Require New Necessary Skills

• Embrace New Technologies &

Rigorous Processes

• Metrics to Receive from HR

Learning Objectives

• The importance of executives taking a lead role in the evaluation of hiring practices.

• The metrics and measures HR leaders should be reporting to executives to measure the impact of a highly functioning workforce.

• Common pitfalls to avoid and change techniques to embrace to successfully transform an organization’s workforce to meet the new demands of healthcare.

ACHIEVING ALIGNMENT IN AN

INTEGRATED MODEL

The Phoebe Putney Health System Story

History of Phoebe Putney, Albany’s First Hospital

• In 1905, the Ladies Hospital Aid Association envisioned a hospital in Albany, Georgia.

• Phoebe Putney Memorial Hospital opened its doors in 1911 thanks to a substantial gift from Judge Francis Flagg Putney.

• He required three things: – the hospital be constructed of brick to

withstand fire;

– it be named for his mother;

– it serve all people regardless of their race or ability to pay.

Phoebe Putney Health System

Phoebe Putney Health System, Inc.

Phoebe Putney Memorial Hospital

Phoebe Foundation

Health Ventures (Taxable)

Hospital Authority

Phoebe Putney Indemnity SPC

Phoebe Worth Medical Center

All Healthcare is Local

Phoebe’s

growth

strategy

addresses

local access

to care and

regional

capacity.

Phoebe Family Medicine Phoebe Oncology Phoebe Physical Therapy Phoebe Wound Care Phoebe Rheumatology

Americus, Georgia (March 7, 2007)

Americus, Georgia

Achievements

Annual Statistics FY 2011 Inpatient Admissions 21,298

EC Visits 90,971

Clinic Visits 583,150

ConvenientCare Visits 38,911

Home Health Admissions 58,876

Employees 4,600

Annual Payroll $233.6 million

Charity/Indigent $27.6 million

Total Community Benefits $136.4 million

Phoebe Talent Statistics

• 5,154 total system employees

• Annual vacancy: 3.95%

• Annual total applications: 27,374

• Average time to fill: 54 days

• Turnover rate: 7.66%

How Phoebe Putney Did It

• Prioritized Talent Strategies

• Overcame Middle Management Resistance

• Focused on Culture & Engagement

• Made Talent a Competitive Advantage

QUOTE

Operating in a Post-Reform Industry

COST

Medicare

Commercial

State DSH

Medicare DSH

Medicaid

COST REVENUE

All cases

at

Medicare

Rates

Cost reduction

opportunity REVENUE

CEO Direct Reports

HR Outsourced Services at Phoebe

• Pension Management/Actuary

• Legal (EEOC, Labor Relations, etc.)

• Payroll

• Leadership Development

• Executive/Physician Recruitment Search

• Why not traditional staff recruitment?

Areas of Focus

• Economies of size

• Economies of association

• Best practice system-wide (quality/operations)

• Information system investment

• Pre-position for managed care changes (no risk)

• Talent management

• Enhanced quality/value outcomes

MAKING TALENT A

COMPETITIVE ADVANTAGE

Phoebe Putney Health System & Pinstripe Healthcare in Partnership

Healthcare Recruitment Practices Timeline

Evolution of Recruitment Practices

Investment in Talent

40% of an organization’s costs are directly attributed to Labor. - Aberdeen

$35,000 The average annual productivity cost of a disengaged employee.

- Harvard University Press

$1 million The estimated cost savings to a healthcare organization that

increases annual retention one percentage point. – ASHHRA

Techniques to Successfully Transform

• Create Larger Talent Pools

• Drive Greater Selectivity

• Hire for Innovation

• Require New Necessary Skills

• Embrace New Technologies & Rigorous Processes

CREATE LARGER TALENT POOLS

Human Resources Working in Partnership with Marketing

Attracting Top Talent

Example Employer Value Proposition

What makes Allstate a great place to work?

• A company that is innovative, successful and

community minded

• Leaders who inspire, build trust and empower

employees to achieve optimal performance

• An environment where employees feel valued and

rewarded

DRIVE GREATER SELECTIVITY

Human Resources as the Talent Gatekeeper

Making the Hard Decisions How much more does a high performer generate annually than an average performer?

Increased productivity in operations roles

Increased profit in management roles

Increased revenue in sales roles

Source: McKinsey & Company

Screening for Cultural Fit

Lack of “fit” – not lack of skills – remains the most

common reason that new employees fail.

Are your recruiters:

• Trained to ask relevant, behavioral-based, open-

ended interview questions?

• Leveraging cultural fit surveys or assessments?

• Trusted to give expert guidance to hiring managers?

HIRE FOR INNOVATION

Human Resources’ Role in Creating A Culture of Change

Formula for Fostering Innovation

Culture Processes

People

Challenges

Take smart risks Systematic

Flexible

Collaborative

Customer Service Driven

Innovative Ideas

& Results

Discovery-driven

• Associating

• Questioning

• Observing

• Idea Networking

• Experimenting

Delivery-driven

• Analyzing

• Planning

• Detail-oriented

• Implementing

• Self-disciplined

Focus on People First…

Different

Talents

in Balance

…Then Give Them the Tools to Succeed.

• A workforce that

focuses on:

– Service

– Teamwork

– Technology

People Processes

• Truly embracing

integrated care

– Removal of silos

– Understanding

indicators

– Efficiencies

• Customer-service

Oriented

– Teamwork

– Communication

– Patient-centered

– Development

Culture

Assessing Candidates

Common Current Practice

• Performance History

• Educational Background

• Knowledge Areas

• Tactical Abilities

• Certifications/Licensure

• Likeability

• Job Search Motivation

Necessary Next Practice

• All of those, and:

• Cultural Fit

• Workplace Motivators

• Adaptability to Change

• Coach-ability

• Customer Service Skills

• Openness to Innovation

REQUIRE NEW NECESSARY SKILLS

Human Resources Embracing and Adapting to Change

New Requirements of Healthcare Talent

Passionate & Engaged

Team Players

Patient Centered

Critical Thinkers

Technology Oriented

Adaptability

to Change Sense of Urgency

EMBRACE NEW TECHNOLOGIES

& RIGOROUS PROCESSES

Human Resources Bringing New and Next Best Practices

High Tech to Accelerate Results

Analyze

Attract

Assess

Engage

• Skills Inventory

• Supply/Demand Research

• Active & Passive Sourcing

• Talent Campaigning

• Social Recruiting

• Automated Scheduling

• Online Assessments

• Customized Workflow

• Centralized Processes

Comprehensive Talent Acquisition Management

Measure

• Visitor Intelligence • Keyword Rankings • Candidate Demographics • Social Network Monitoring • Source Tracking • Campaign Tracking • Cost Per Applicant

Attract

Craigslist

SEO

& PPC

Job

Distribution

Social

Networks

Talent Community

(CRM) Member

Profiles

Talent

Pipeline

Career

Site CRM/

Sourcing

Applicant Tracking

System

Interact

• Job Marketing • Candidate Experience • Apply Starts/Drop Offs • Visitor Details • RSS Subscribe • Passive Candidates • Higher Conversion

Capture

Email

&RSS Employee

Referrals

Viral

Marketing

Repeat

Visitors

Social

Media RSS Job

Distribution

Social

Strategy

Alerts &

Updates Automatic

Job Alerts

Member

Campaigns

Social

Applications

Re

so

urc

e, In

fra

str

uctu

re &

Te

ch

no

log

y C

os

ts

Flexibility & Scalability

Build Internal Recruitment Team

Internal Team with Contingent Support

Hybrid / Shared Internal & External Recruitment Team

External Recruitment Partnership

Recruitment Team Models

Recruitment Partnership Adoption

43% of healthcare organizations are investing in RPO

as a way to improve efficiencies, stay compliant, and

provide a more effective way to identify quality hires. - Aberdeen Group (2012)

Joel & Phoebe

Other

Industries

METRICS TO REQUIRE FROM HR

Human Resources Making Data-driven Decisions

Quality &

Culture

Efficiency &

Effectiveness

Executive Talent Measurements

Quality &

Culture

Efficiency &

Effectiveness

• New Hire Satisfaction

• Hiring Manager

Satisfaction

• Time to Productivity

• Turnover/Cost Per Vacancy

• Employee Engagement

• Time to Fill

• Requisition Aging

• Leadership Productivity

Active Candidates

Recruiter Interviews

Hiring Leader Interviews prior to Offer

Accepted Offers

Leadership Productivity

3069

772

262

119

3.9:1

2.9:1

2.2:1

25.7:1

Leader involvement prior to partnership

Leader Involvement Ratio

*Actual Results for Phoebe Putney, January 2013

CLOSING THOUGHTS

Targeting and Securing the Talent Necessary to Elevate Care Delivery

…Healthcare Organizations Achieve:

MORE ENGAGED EMPLOYEES

DEEP-ROOTED CULTURES

LASTING PATIENT RELATIONSHIPS

QUALITY OUTCOMES

With Great People and Great Care

Questions For Self-Reflection

Is your HR Team…

• Partnering with Marketing?

• Effectively playing the role of Talent Gatekeeper?

• Fostering a Culture of Change?

• Flexibly adapting their practices to address your new needs or challenges?

• Knowledgeable about what’s coming next?

• Making proactive decisions based on metrics?

HAVE YOU

SETTLED AT

GOOD OR

DO YOU STRIVE

TO BE GREAT

OPEN FOR FURTHER DISCUSSION

Joel Wernick & Jill Schwieters

Thank You & Please Connect!

Joel Wernick

President & CEO

Phoebe Putney Health System

(229) 312-4053

jwernick@ppmh.org

phoebeputney.com

Jill Schwieters

President

Pinstripe Healthcare

(414) 559-2534

jschwieters@pinstripe.com

pinstripehealthcare.com

Bibliography Navigating Healthcare’s Perfect Storm - Pinstripe Healthcare Manifesto, Jill Schwieters (2012)

Get it Right to Get Results: Creating the Business Case for RPO, Pinstripe Healthcare (2012)

War For Talent, McKinsey & Company (1997, 2001, 2010)

RPO in Healthcare: Improving Quality and Staying Compliant, Aberdeen Group (2012)