Innovate Workforce Practices to Ensure Future Success
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Innovate Workforce Practices to Ensure Future Success
description
Transcript of Innovate Workforce Practices to Ensure Future Success
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
&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
phoebeputney.com
Jill Schwieters
President
Pinstripe Healthcare
(414) 559-2534
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)
