Talent Acquisition

Evidence-Based Selection Process

Retention and Diversity Improvement

Shana Welch, Regional Director Talent Acquisition, Mercy Health

Bill Guest, Chief Solutions Architect, Metrics Reporting, Inc.

December 10, 2015

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2 ©2015 Trinity Health - Livonia, Mich.

Trinity Health Our diversified network extends across the full continuum of care

$15.8 billion in revenue

About $1 billion in community benefit ministry

95,000 full-time employees

3,900 employed physicians

23,900 affiliated physicians

88* Hospitals in 21 states

126 Continuing care locations

• 51 home care and hospice locations

• 14 PACE center locations

• 61 senior living facilities

Nearly 2.5 million home health/hospice visits

Our Changing Business Model

A focus on specialty care

All about volume

Maximize price to

commercial payers to

offset losses on

government business

Focus on population

health data

Focused on populations

and episodes of care

Primary care becomes key

Profits from higher quality

care in home setting

Longitudinal payments for

chronic care

Joint contracts with payers

Focus on data

Fee for Service Value-Based Payment

Crossing

the

Chasm

Mercy Health is making a successful transition

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Our Strategy:

Building a “People-Centered Health System” Together

Population Health Management Episodic Healthcare

Management for Individuals

People-Centered Health System

Efficient & effective

episode delivery

initiatives

Triple Aim

Better health Better care Lower costs

Efficient & effective care

management initiatives

Community Health

& Well-being

Serving those who are poor,

other populations, and

impacting the social

determinants of health

Mercy Health – West Michigan

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• West Michigan

• 7500 Employees

• 4 Hospitals

• 60+ Locations and

Physician Practices

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Applicant Goals

Job Analysis

Competencies

Applicant

Test Scores

Evidence-Based Selection

and

Evidence-Based Medicine

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Organizing Dimensions

• Job Families

• Competency Families

• Task Families

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10 12/9/2015 10

22 Job Families

EXC – Executives

MGR – Managers

FLS – First-Line Supervisors

PH – Physicians

AP – Advanced Practitioners

ES – Environmental Services

NS – Nutrition Services

PCA – Patient Care Assistants

PT – Pharmacy Technicians

AS – Administrative Support

MA – Medical Assistants

PLB – Phlebotomists

LPN – Licensed Practical Nurses

HIT – Health Information Technicians

HSW – Health Social Workers

TECH – Health Technicians and Technologists

LAB – Laboratory Technicians and Technologists

DTN – Dietitians and Nutritionists

THR – Therapists

RN – Registered Nurses

PHR – Pharmacists

PROF – Professionals

These 22 job families

cover 95% of employees.

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Leaders

Providers

Staff

Executive

Manager

Supervisor

PH

AP

ES

NS

PCA

PT

AS

MA

PLB

LPN

HIT

HSW

TECH

LAB

DTN

THR

RN

PHR

PROF

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Job Families

Competency Families

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Task Families

4. SME Consensus of Importance Ratings

1. Task List 2. Linking(examples) 3. Individual Ratings

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Job Analysis Process

Comprehensive Competency Model

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Selection Criteria

Cognitive Elements Character Elements

• Judgment & Decision Making

• Critical Thinking

* Reading Prose (procedures)

* Reading Documents (Charts,

Graphs, Forms)

* Math (Quantitative Reasoning)

• Overall Job Fit (personality and behavior)

* Recruiter SIG - (Perception, Service

Orientation, Active Learning, and

Office Administration)

* Manager SIG - (Time Management,

Influence, Teamwork, Critical Thinking)

* Reference Checks (360 Blind

Reference)

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Selection Score Elements Raw Score Ranges Normalized

1 Reading Prose* 0-500 R-Y-G 1-2-3

2 Reading Documents* 0-500 R-Y-G 1-2-3

3 Quantitative Reasoning* 0-500 R-Y-G 1-2-3

4 Overall Fit Index (WJF)* 0-100 R-Y-G 1-2-3

5 Recruiter SIG 0-20 R-Y-G 1-2-3

6 Manager SIG 0-20 R-Y-G 1-2-3

7 References (Skill Survey) 1-6 R-Y-G 1-2-3

Total Score 0-5 Stars

18 * ETS WorkFORCE Assessments

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TRUE System – CUE – Medical Assistants

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TRUE System – TRUE Measure – Medical Assistants

Results – Key Performance Metrics

•Reduced first-year turnover from a baseline of 25.3%

down to 18.2%

•Reduced Time-to-Fill from a baseline of 37 days down to

32 days

•Reduced Recommend/Hire ratio down to 1.4 (10 hired

for every 14 recommended)

• Increased Diversity – up to 26.0% from a baseline of

14.6% non-white new hires.

•Financial Impact annual savings of $3,213,672

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Michigan – American Community Survey (2013 data)

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White

Not

Hispanic

or Latino

76.3%

----------

23.7%

Non-

White

14.6%

26.0%

0%

10%

20%

30%

40%

50%

60%

Non-EBSP Hires EBSP

No

n-W

hit

e C

olle

agu

es

(Act

ive

) Effect of EBSP on Diversity

December 2014

ES

NS

MA

PCA

RN

PHT

PLB

REG

LPN

All Jobs

MI

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23.7%

24 Note: The Kent, Muskegon, Ottawa … 3-County area is 21.6% non-white, including Hispanic or Latino

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Why is diversity increasing?

• Unconscious bias against people of color is significant.

This leaves an abundant supply of high quality diverse

talent in the workforce market.

• Our extensive assessment portfolio enables us to

overcome the unconscious bias in our hiring managers.

Our TA specialists have the data to advocate for diverse

candidates to overcome hiring manager bias.

• The adverse impact of assessments is clearly less than

the bias in society.

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U.S. Health Care job openings increased 27% over the last year; up from 769,000 to 977,000.

Alliance for Quality Career Pathways (AQCP) Model

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Employment

Education

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Questions and Discussion

34 shana.welch@mercyhealth.com & bill.guest@metricsreporting.com