 |
MHA
Service Corporation Professional Search Services, Stephen O’Connor,
Senior Director . . . . . . . . . . . . . .December
2007 |
In
this issue:
Take
Advantage of These Strategies to Retain Top Performers
Here’s an Unusual Idea for Improving Retention
Staff Matters: Employee Retention: Navigating the
Seven “Cs”
Use These Strategies to Keep Good Workers from Leaving
Follow These Precautions to Retain New Hires
Is
Your Risk Management, Patient Safety or Quality Seat Empty?
Professional Search Services: Management Recruiting for the Health
Care Community
|
Take
Advantage of These Strategies to Retain Top Performers
|
| The
bad thing about being a good employee is that the squeaky wheel
gets the grease-and the problem workers get all the attention.
Consultant Mark Willmarth, who is also the training and development
director for the city of Great Falls, Mont., suggests these strategies
to help high performers feel the love:
- Play
devil’s advocate. Willmarth suggests
having “shoves-and-tugs” conversations with employees,
asking them to list the things that make them think about leaving
and those that entice them to stay. Then take what you’ve
learned and use it to maximize your assets while minimizing
your liabilities.
- Sing
company praises. Spend time reminding good
employees about the positive things your company offers and
why it’s a good place for them to work. Don’t just
talk in generalities. Get specific about what your company
offers that can help each person reach his or her individual
goals.
- Differentiate
between performers. If one motivational approach
fit every worker, then everyone on your staff would be a top
performer. Obviously, some people do a better job of motivating
themselves than others. Observe your employees’ different
workstyles, and develop one approach for encouraging workers
who already perform to their best ability and another to help
encourage mediocre workers to become better.
- Build
solid relationships. Try to take time out of
your schedule at least once a week to chat one-on-one with
each of your employees. Work on building personal rapport and
creating trust.
Adapted
from “Employers Learn Tips to Keep the Best, by Tyler
Christensen, in the Missoulian (Missoula,
Mont.)
Back
to Top |
Here’s
an Unusual Idea for Improving Retention |
For
most managers, discovering that employees are polishing their resumes
brings panic. But some managers have learned that pushing workers
to update their resumes is a good way to improve retention. Each
year, as part of their performance appraisal, ask workers in your
department to update their resumes to reflect new training or skills.
Use the exercise to open a dialogue about your staff’s progress
and what areas need to be addressed in order for them to reach
their full potential.
Adapted
from “Three Experts’ Tips for Hiring, Retaining
IT Staffs,” by John McCormick, on the CIO
Insight Web site
Back
to Top |
Staff
Matters: Employee
Retention: Navigating the Seven “Cs”
|
by
Stephen O'Connor
One
of my favorite stories is the one about a guy who enters a monastery.
He has to take a vow of silence, but once a year he can write
a word on the chalkboard in front of the head monk.
The
first year it’s tough not to talk, but Word Day comes around
and the monk writes “the” on the chalkboard. The second
year is painful — it’s very difficult not to talk — but
finally Word Day rolls around. The monk scratches “food” on
the board and enters his third year, which is excruciating. But
the monk struggles through it and when Word Day rolls around again,
he writes “stinks.” And the head monk says, “What
is it with you? You’ve been here for three years and all
you’ve done is complain.”
I
like this story because it illustrates one of two things: Either
a worker’s self-discipline and sacrifice doesn’t
get enough recognition or even a little complaining on the job is too much
for some managers. Employee retention requires both recognition of employee’s
contributions and sensitivity to their complaints and needs.
For
example, at New Hanover Health Network in Wilmington, NC, a newly
implemented mentorship
program is the system’s number one priority and is designed to help nurses
deal with the physical and emotional demands of the job. The health care network
paired 51 mentors with 52 of the 56 new RNs. Results: A 34 percent turnover
rate among newly graduated nurses has plunged to 8 percent in less than a year.
In
the March 2002 issue of Success in Recruiting and Retaining, the
National Association of Colleges and Employers suggests that
companies
revisit the seven “C’s” of retention.
1 |
CORE
VALUES AND CULTURE —
Employers
who know their values (what an organization holds dear) and
culture (system of shared values), and “live them,” instill
a sense of belonging.
|
2 |
CONNECT —
Using
communications or reward systems to connect employees with
each other and the company helps them feel like key players. |
3 |
COMMUNICATE
LIKE YOU MEAN IT —
Top-down communication,
such as through an Intranet or newsletter, keeps employees
informed, productive and content because they feel like
insiders who have the information they need to do their
jobs. Employees also value two-way communication. |
4 |
CREATE
CONTINUOUS LEARNING OPPORTUNITIES —
Companies
that support professional development satisfy workers’ innate
desire to grow. This affects how employees feel about the
company and their role in it. |
5 |
CARE
ABOUT CAREER DEVELOPMENT —
The opportunity
for career development gives employees more confidence
and a broader base of skills, abilities and knowledge.
Ideally, employees will use their new knowledge to perform
more effectively in their current jobs or make career-enhancing
moves within the firm. |
6 |
COMMIT
MANAGERS TO PEOPLE —
If people are
a priority for your organization, then managers need to
believe it and show it. |
7 |
COMPENSATE
WITH TANGIBLES AND INTANGIBLES —
You’re
likely to improve retention with competitive salary and
benefits and recognition for a job well done. |
This
article originally appeared in Michigan
Health & Hospitals magazine and is being used with
permission.
Back
to Top
|
Use
These Strategies to Keep Good Workers from Leaving |
| When
a high-caliber worker resigns, it’s human nature to take
time to recover from the blow. But consultant Martha R. A. Fields
says that if you want to keep this worker, you must act within
five minutes. Taking time to regroup may signal that you’re
not willing to fight to keep your star. Instead, immediately make
a tempting counter-offer and launch into a passionate argument
for why it’s in the worker’s best interest to stay.
Adapted
from “How Can I Stop Key Employees from Quitting?” by
Anne Fisher, on CNNMoney.com
Back
to Top |
Follow
These Precautions to Retain New Hires |
|
Which
of your valued employees may already have one foot out the door?
Those you’ve hired within the past two years.
According
to a study of nearly 47,000 workers conducted by Sirota Survey
Intelligence, those who’ve been on the job less than two
years leave at an average rate of around 20 percent a year. And
of the total number of workers departing their current employers,
the survey found that 60 percent have less than two years’ tenure.
That means managers need to be especially diligent in giving new
hires good reason to stay with the organization. Try these suggestions:
- Create
reasonable expectations. Sirota’s research
shows that employees experience a measurable decline in morale
within the first six months. One likely reason: Reality hasn’t
lived up to their expectations. During the interview and orientation
periods, be as accurate as possible in laying out what’s
expected of these new employees and what you’ll provide
in return-then be sure you stick to the plan.
- Offer
challenging opportunities. You may think it’s
prudent to wait until you’ve had time to see an employee
in action before handing over a difficult assignment. But a
worker who’s itching to take on something meaningful
may see it otherwise. Don’t wait until employees have
already become disillusioned before you give them an opportunity
to shine. Try to engage them in challenging assignments from
the get-go.
- Demonstrate
sincere appreciation. Consider installing a “Rookie
of the Year” prize or some other award to show new hires
they’re as valuable to the organization as veterans.
- Give
safe haven. If your organization requires new
hires to complete a probationary period, you should take care
to avoid making workers feel their heads are always on the
chopping block. Instead, try to focus on what they’re
doing right as they adapt to their new surrounding and responsibilities.
- Provide
consistent management. Most important, try
to demonstrate to new hires that they can count on you to act
with integrity, treat them fairly, and behave in a consistent
manner.
Source: The
Motivational Manager, November 2007
Back
to Top |
Is
Your Risk Management, Patient Safety or Quality Seat Empty? |
 |
The
Risk Management and Patient Safety Institute and MHA Service
Corporation’s
Professional Search Services have teamed up together to provide
you the
support you
need to
fill your risk management, patient safety or quality management
vacancies. We offer temporary staffing; search services for a long-term,
permanent replacement; and mentoring and coaching once you
find the right person. |
|
|
|
|
Back
to Top |
Professional
Search Services: Management Recruiting for the Health Care Community |
Steve
O'Connor, SPHR,
Senior Director
|
Professional
Search Services
- Large national
candidate pool
- Internet recruiting
at www.mhaservicecorp.com
- Background checking
service
- Low contingency
fee
When you need
a healthcare management recruiter, call Steve O’Connor at
the Michigan Health and Hospital Association in Lansing, MI at (517)
663-5755. He’s the search consultant who produces this
monthly newsletter and has hundreds of management candidates
currently
registered with
his service.
Most
are open to
relocation. You are also invited to browse his web site for more
information on Professional Search Services at www.mhaservicecorp.com.
Available
positions may include:
CEO/CFO/COO/VP • Facilities
Management • Finance •
Food Service • Fund Development • Health Information
Management • Home
Health Care • Human Resources • Information Systems •
Managed Care • Management Engineering •
Marketing/Public Relations • Materials Management • Nursing
Administration • Physician
Practice Administrators •
Planning• Rehabilitation
Management • Social Work • Training
and Development • Utilization
Review
For more information
contact:
Stephen
O’Connor, SPHR, Senior Director
MHA Service Corporation
Professional Search Service
Corporate Office:
6215 West St. Joseph Hwy.
Lansing, MI 48917
(517) 663-5755
E-mail Address: soconnor@mha.org
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|
|
Professional
Search Services
|
Management
Recruiting for the Health Care Community |
Stephen
O’Connor, SPHR, Senior Director
6215 West St. Joseph Hwy. • Lansing, MI 48917
(517) 663-5755
E-mail: soconnor@mha.org
Full Service Background Screening
and Applicant Tracking
Sales Department
3009 Douglas Blvd., 3rd Floor
Roseville, CA 95661
(800) 943-2589
www.absolutehire.com
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