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Healthcare @Work Creating a Reason to Stay

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Healthcare @Work Creating a Reason to Stay. Labor Front Headlines. Tightest labor market in 30 years - Newsweek. Quitting? 17M this year - Saratoga Institute. Young entrants will change jobs nine times before age 32! - DOL. US Workforce Growth Rates. 1965 1975 1985 1995 2005 2015

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slide1

Healthcare @Work

Creating a Reason to Stay

labor front headlines
Labor Front Headlines

Tightest labor market in 30 years - Newsweek

Quitting? 17M this year - Saratoga Institute

Young entrants will change jobs nine times before age 32! - DOL

us workforce growth rates
US Workforce Growth Rates

1965

1975

1985

1995

2005

2015

2025

2035

2.50

1.80

1.70

0.90

0.65

-0.01

-0.15

change in number of us workers
Change in Number of US Workers

1996-2006

14.3%

14.0%

-8.8%

-3.0%

25.1%

54.0%

9.2%

Age of Worker

16-19

20-24

25-34

35-44

45-54

55-64

65+

1970-1980

30.6%

50.0%

72.4%

23.6%

0.0%

5.3%

-6.1%

the hospital perspective 1
The Hospital Perspective -#1

The Hospital Workforce:

  • 20% annual turnover is common
  • Primarily female: 70-85%
  • Stratified diversity
  • 24x7x365
  • Guild based
  • Many licensed and regulated

Source: Jim Bentley

AHA Strategic Policy Planning

the hospital perspective 2
The Hospital Perspective -#2

Not a “Nursing Shortage”

A shortage of:

  • Nurses
  • Pharmacists
  • Rad Techs/Lab Techs
  • Housekeepers
  • Food service workers
  • Information Services
the hospital perspective 3
The Hospital Perspective -#3

Dual timeframes:

  • Historically- short term shortages
  • Short-term shortage AND long-term shortage
    • Baby boomers moving to retirees
    • Inadequate pipeline
the hospital perspective 4
The Hospital Perspective -#4

Healthcare employment: ASHHRA

  • From high tech to low tech
  • From security to insecurity
  • From limited to multiple choices for women
  • From psychic compensation to compliance and documentation
  • From self-scheduled to 24x7

Bottom line: from favored to avoided

healthcare @work 2000 study
Healthcare @Work 2000 Study
  • Follows design of Aon’s @Work research
  • Questionnaire design completed in partnership with ASHHRA and Aon Healthcare Alliance
  • Web based data collection—January-March
  • Over 3,300 respondents
how much commitment exists
How much commitment exists?
  • Workforce Commitment Index (WCI) standardized at 100 in 2000
  • Based on responses to six WCI items
  • Track and trend by item and demographic variable
wci questions
WCI Questions

PRODUCTIVITY

  • People improve skills
  • People make sacrifices

PRIDE

  • Recommend products & services
  • Recommend as a place to work

RETENTION

  • Intend to stay several years
  • Intend to stay even if offered more money elsewhere
workforce commitment index
Workforce Commitment Index

Productivity

People Improve Skills to Make a

40%

Better Contribution

People Make Sacrifices to Help

40%

Group Succeed

0%

10%

20%

30%

40%

50%

60%

70%

80%

Percent Agree

workforce commitment index18
Workforce Commitment Index

Pride

Recommend the Organization as One of

36%

the Best Places to Work in the Community

Recommend the Products/Services as

41%

the Best a Customer Could Buy

0%

10%

20%

30%

40%

50%

60%

70%

80%

Percent Agree

workforce commitment index19
Workforce Commitment Index

Retention

Intend to Stay for

51%

Several Years

Would Stay Even if

Offered Similar Job

32%

with Slightly Higher

Pay

0%

10%

20%

30%

40%

50%

60%

70%

80%

Percent Agree

what does a wci of 100 mean
What does a WCI of 100 mean?
  • For every 100 employees. . .
    • 13 don’t improve their skills
    • 15 won’t sacrifice for the team
    • 15 would not recommend products and services
    • 23 would not recommend as a place to work
    • 17 do not intend to stay for the next several years
    • 30 would leave for a slight pay increase
slide26

The @Work Research Model

Workforce Commitment

Performance PyramidTM

Commitment IndexTM

RETENTION

Work

Life

Growth

PRIDE

Affiliation

PRODUCTIVITY

Rewards

Safety/Security

security
Security

75% agree that their organization’s effort to provide them with job security is meeting or exceeding their expectations.

rewards
Rewards

56% report that the one reward they would most like to receive in the future is a significant salary increase.

rewards29
Rewards

51% report that the recognition and rewards they receive from doing their jobs are below expectations.

rewards30
Rewards

Compared to people in similar jobs WITHIN their organizations, 30% disagree that they are fairly paid.

rewards31
Rewards

43% disagree that they are fairly paid compared to people in similar jobs at DIFFERENT organizations.

rewards32
Rewards

41% believe to a little or very little extent that the retirement plan will provide them with an adequate income.

affiliation
Affiliation

39% of respondents say their work environment’s providing of open, candid communication is below expectations.

affiliation34
Affiliation

46% of respondents say their organization’s encouragement to challenge the way things are done is below expectations.

affiliation35
Affiliation

52% say their organizations are not meeting expectations with having employees participate in planning changes.

growth
Growth

79% agree or somewhat agree that patient care is the number one priority at their organization.

growth37
Growth

34% of respondents believe their organization’s readiness to make changes to stay competitive is above expectations.

growth38
Growth

41% of respondents report opportunities for personal growth provided by their job as not meeting expectations.

work life harmony
Work/Life Harmony

26% of respondents said that the ability to balance work and life most impacts their decision to STAY at their current job.

work life harmony40
Work/Life Harmony

32% disagree that management recognizes the importance of their personal and family life.

slide41

The @Work Research Model

Workforce Commitment

Performance PyramidTM

Commitment IndexTM

RETENTION

Work

Life

Growth

PRIDE

Affiliation

PRODUCTIVITY

Rewards

Safety/Security

maslow revisited the hierarchy of needs
Maslow Revisited — The Hierarchy of Needs

Self

Actualization

Esteem

Social

Safety

Physiological

aon s workplace view the performance pyramid
Aon’s Workplace View —The Performance Pyramid

Work-Life

Harmony

Growth

Affiliation

Rewards

Safety / Security

aon s performance pyramid
Aon’s Performance Pyramid
  • Based on meta-analyses of over 60,000 cases
  • Hierarchy of organizational practices
  • The WCI rose progressively when expectations were met at each level
  • When safety/security issues were below expectations the WCI was 80
  • When employees indicated that all levels were met, including work/life harmony, the WCI was 114
learnings from the pyramid
Learnings from the Pyramid
  • Addressing higher level needs will not create a commitment/retention advantage unless lower level needs are met
  • You must MEET Expectations — Exceeding Expectations comes later
  • Priority attention levels can and will fluctuate — merger/downsizing, etc.
  • Best Bet — Back to the Basics
workplace practices summary
Workplace Practices Summary

Drivers of Commitment with

Positive Performance

  • Understanding how my performance is evaluated
  • Patient care being the number one priority at my organization
  • Skill levels of the people I work with are keeping pace with demands of the job
workplace practices summary47
Workplace Practices Summary

Drivers of Commitment with

Positive Performance

  • Being covered by an organization-provided retirement plan
  • Organization satisfying our patient’s needs
workplace practices summary48
Workplace Practices Summary

Drivers of Commitment with

Performance Challenges

  • Managing and Communicating organizational changes
  • Being fairly paid compared to people in similar jobs at different organizations
  • Having a retirement plan which provides an adequate retirement income
workplace practices summary49
Workplace Practices Summary

Drivers of Commitment with

Performance Challenges

  • The organization’s support of employees’ interest outside of work
  • Management recognizing the importance of personal and family life
  • Management’s allocating resources in a way that meets or exceeds patient’s needs
performance pyramid
Performance Pyramid
  • Executive Coaching
  • Selection & Assessment
  • Professional Development
  • Performance Mgmt Systems
  • Life Stage Benefits
  • Flextime, PTO Bank, etc.
  • Job Sharing
  • Leadership Assessment and Development
  • HR Practices Review
  • Large Scale Cultural Change
  • Internal and External Benchmarking
  • Health & Welfare Plan Mgmt
  • Benefits Communications
  • Executive Comp Design
  • Absence Management
  • Property and Casualty
  • Workers’ Compensation
survey client experience
Survey Client Experience

@Work survey conducted two years in a row.

re invent commitment
Re-invent Commitment
  • Back to the Basics—lower level needs of the Performance Pyramid
  • Competitive Strategies (not tactics) at each level
  • Don’t accept as an HR objective—lead the team
may the workforce be with you
May the WorkFORCE Be With You

Employees can always find a reason to leave.

The organization must create

Reasons to stay