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Workforce Shortage: How Hiring Practice and
Agency Culture Can Impact Your Bottom Line
Presented by
Joel Cullum
P.O. Box 1848
Bristol, TN 37621
(423) 764-4127
Fax: (423) 764-5869
web site: www.sescomgt.com
e-mail: [email protected]
© SESCO Management Consultants
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Workforce Shortage: How Hiring Practice and
Agency Culture Can Impact Your Bottom Line
Introductions
A little bit about me – Joel Cullum, SVP
A little bit about SESCO …
Overview of Program…
National and State Crisis Overview
Setting the Standard for the Culture of your Organization
Recruitment and Retention of Quality Workers
Competitive Wages
Implementing Professional Training & Development Program
Engaging Workers to Increase Morale/Motivation and Retention
Home Health-care System is in Crisis
A startling 75 percent of Americans over 65 live with
multiple chronic health conditions, ranging from diabetes to
dementia.
The nation’s strained health-care system is trying to keep
sick seniors out of hospitals, assisted-living facilities and
nursing homes and instead have them cared for in their
homes.
The U.S. spent an estimated $103 billion on home health
care last year, according to the Centers for Medicare &
Medicaid Services.
Overall employment of in-home aides is projected to grow
41 percent from 2016 to 2026 — translating to 7.8 million
job openings.
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Home Health-care System is in Crisis
Home Care Industry Turnover Reaches All-Time High of
82%
22 States, Localities Raise Minimum Wage As Caregiver
Crisis Continues
Study: Immigration Crackdown Could Hurt Home Health
Immigration ‘Pathways’ Vital to Home Care Industry’s Future
Immigrants play big role in caring for elderly and disabled in U.S
US Bureau of Labor Statistics
Home Care Agency Challenges
Undefined or misaligned culture
Workforce shortage
Low or Non-Competitive Wages
Poor value or lack of benefits
Inconsistent work schedules
Lack of personal or professional development
opportunities
Lack of “belonging” or appreciation
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Setting the Professional Culture of Your
Organization
Professional Culture is Key
Line of Sight
Mission, Vision, Values and Goals
Culture of Agency
Become an Employer of Choice
Central Concepts
1. Culture = Behavior
2. Culture Is Learned
3. Culture Is Learned Through Interaction
4. People Shape The Culture
5. Culture Is Difficult To Change
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Culture is Defined…
Culture has been defined as
"the specific collection of values and norms that
are shared by people and groups in an
organization and that control the way they
interact with each other and with stakeholders
outside the organization.”
Organizational values are beliefs and ideas about what kinds of
goals members of an organization should pursue and ideas about
the appropriate kinds or standards of behavior organizational
members should use to achieve these goals.
From organizational values develop organizational norms,
guidelines or expectations that prescribe appropriate kinds of
behavior by employees in particular situations.
4 Keys to Changing Culture
Mirror mirror. Talk honestly. Face the truth. Enable people to
see that a change has to be made. (360 reviews are a great tool
to see where you are at)
Create trust through transparency. Find ways to build a culture
of trust so that people will entertain the plan for change. For
example, share financial data, good and bad, within and across
groups.
Invert the organizational pyramid. Make support functions and
executives accountable to the frontline workers, rather than the
other way around.
Recast the CEO’s role. Transfer the ownership of change from
the office of the CEO to employees. Allow the CEO to ask as
many questions as he/she answers.
Health Care as a Challenging Work
Environment
Comparison of three national random sample
surveys of RNs, areas identified as affecting
nursing satisfaction were:
Opportunities to influence decisions about
workplace organization
Recognition of accomplishments and work well
done
Opportunities for professional development and
advancement
Opportunities to influence decisions about patient
care
Copyright © 2014 by Mosby, an imprint of Elsevier Inc.
12
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Health care challenged to become the
employer of choice for the younger generation
Expectations of the younger generation:
Opportunities to gain advanced training,
education, and certification
Ongoing coaching and feedback about
performance
Manager to take a personal interest in them
Assistance to build a competitive portfolio
Comfortable with technology and excel at
multitasking 13
Work Environment
Work Environment
Most common reasons for turnover
Insufficient supply of qualified managers and
experienced staff
Other career prospects
Workload and inappropriate staffing
Lack of connection to a larger purpose
Lack of appreciation
Lack of pay, benefits and other “pluses”
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Work Environment
Nine elements of healthful work environment
Collaborative practice culture
Communication-rich culture
Culture of accountability
Presence of adequate numbers of qualified nurses
Presence of expert, competent, credible, visible
leadership
Shared decision making at all levels
Encouragement of professional practice and continued
growth/development
Recognition of the value of employees' contribution
Recognition of care providers and nurses for their
contribution to practice 15
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Engagement and Retention
Overview
Engagement and Retention
Solid HR Screening Practices
Accountable Leadership
Communication
Performance Management
Morale and Recognition
Training and Development
Recruitment and Retention Trends
Recruiting and retaining qualified workers has long been a challenge in
the home care industry, especially as demand rises with America’s aging
population.
Not enough of a labor force to satisfy client demands, more noncompete,
non-solicitation and direct hire provisions to come
Stricter immigration policies rolled out by the Trump administration are
among the reasons staffing wars could get uglier, as a significant portion
of home care workers are foreign-born individuals.
The projected cost of hiring and training a new caregiver to fill a
vacancy: about $2,600, according to research firm Home Care Pulse.
All signs point to the labor crunch persisting — or worsening — in 2019.
Home care agencies should expect more aggressive poaching of workers
and legal issues to crop up as agencies clamp down with noncompete and
other contract provisions.
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Recruitment and Retention Trends
Wage pressure from companies competing for low-wage workers on the
tight labor market is another reason. Online retail giant Amazon (Nasdaq:
AMZN), for instance, increased its company-wide minimum wage to $15
an hour in 2018. That’s undoubtedly going to sway some home care
workers away from their often demanding, stressful jobs.
At least 18 states began 2018 by raising their minimum wages, according
to the National Conference of State Legislatures.
As one solutions to staffing troubles, home care agencies will specifically
target retirees as potential employees, while also drawing from labor
pools that have previously gone untapped. FirstLight Home Care has
already targeted retirees as potential employees — between 18% to
20% of its workforce is currently over 65 years old.
US Bureau of Labor Statistics
Source: BLS.gov – National Home Care Statistics
US Bureau of Labor Statistics
Source: BLS.gov – National Home Care Statistics
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US Bureau of Labor Statistics - TN
Title Base 2016 Projected
2026
% Change Annual
Openings
Home
Health/
Personal Care
Aide
6,330 9,470 49.6% 1,190
LPN 23,900 28,150 17.8% 2,250
RN 58,250 69,280 18.9% 4,320
Estimated Costs of Selection
Mistakes
Cost Factor
Cost Formula:
Salary x Estimate of Expense Amount
Inefficiency/customer
costs prior to the person
leaving the job.
$25,000 x 10% of salary = $2,500
Inefficiency/customer
costs while a replacement
learns the job.
$25,000 x 10% of salary = $2,500
Cost of new hires,
recruiting fees, inter-view
travel, etc.
$25,000 x 5% of salary = $1,250
Indirect costs such as low
morale, loss of customers,
abuse of equipment,
frustration, etc.
$25,000 x 10% of salary = $2,500
Advertising/Newspapers
Grab the reader’s attention!
Run the ad for several days
Sell the candidates on your
job
Advertise in trade journals or
related materials
Employment Referrals
Communicate qualifications
to all employees
Incentive program
Job Posting
Opportunity for career growth
and advancement
Employment Services
Tap in to local job market
Move quickly
Personal Networking
Professional organizations
Speak at local nursing
schools
Participate in local job fairs
Sourcing Candidates
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What to look for on an application
Behavioral interviewing
Reference checking
Background investigations
Screening Tools
What to Look for on an Application
Wages earned/Lack of Salary
Education
Personal References
Employment dates
Reasons for leaving previous jobs
Lack of progression in job duties/responsibilities
Criminal record
“Asking the right questions
takes as much skill as giving
the right answers.”
-Robert Half
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The Behavioral-Based Interview
System
Open-Ended Questions
Interviewer
“Tell me about the time when…”
“Give me an example of…”
“Describe a situation in which you…”
Closed-Ended Questions
“Are you attentive to details?”
“Are you willing to work hard?”
“Are you good with people?”
“Are you a positive thinker?”
Candidate’s Responses
“When I was…”
“Three years ago…”
“I remember when…”
“I once had an experience.”
“My work in that area…”
“I once had a guy working for me…”
“Once in an emergency I…”
Candidate’s Responses
“Yes”
“No”
Behavioral-Based Questions
Interview Model
Rapport Building
Ask open-ended questions about the past
Tolerate interview silence
Take notes
Seek contrary information
Control the interview
Probe – get specific examples
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Asking Questions Off the
Application or Resume
Common red flags
“Rounded off” dates; for example “1987”, rather
than September, 1987.
Non-specific educational information.
Reasons for leaving past jobs.
Lack of salary progression.
Lack of progression in job duties/responsibilities.
Gaps in employment history.
Overly vague/general job duties or job titles
The Behavioral Interview-
A New Format
Step 4- Conduct Interview
Build rapport
“First, I’d like to ask you some questions so I can know
more about you.”
“Then, I’ll tell you about the job.” (Always do this after
you have learned about the candidate. You do not want to
tell the applicant you are looking for any candidate.)
“Next, I’ll give you an opportunity to ask any questions
you might have.”
“Finally, we’ll talk about the possible next step.
The Behavioral Interview-
A New Format
Control the interview “First, I’d like to ask you some questions so I can know
more about you.”
“Then, I’ll tell you about the job.” (Always do this after
you have learned about the candidate. You do not want to
tell the applicant you are looking for any candidate.)
“Next, I’ll give you an opportunity to ask any questions
you might have.”
“Finally, we’ll talk about the possible next step.”
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The Behavioral Interview-
A New Format
Step 5- Evaluate Behavior
Use reliable behavior
Rate skills
Match the person to the job
Behavioral- Based Interviewing
The behavioral based interview does not: Make a snap judgment about the candidate
Do all the talking
Lead the candidate by suggesting what answer is desirable
Accept general answers
“Telegraph” to the candidate what is being looked for
Rely on memory instead of notes
Make decisions based on intuitions or gut feelings
Allow biases or stereotypes to influence ratings
Refer to sex, race, religion, color, national origin, age, or disabilities
Six Things Not to do in an Interview
Don’t talk too much
Don’t tell them too much about your needs
Don’t withhold approval or create stress
Don’t do it all yourself
Don’t be too quick to judge
Don’t try to remember everything
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Reference Checking
Don’t delay
Be cautious of written references handed directly
to you by the candidate.
Speak with the former supervisor of the applicant
if possible.
Call most former employers.
If possible, get references by phone, not by mail.
Background Investigations
33% of job applicants falsify employment
applications.
$15-$25 billion a year is lost to employee theft.
The workplace is the scene of approximately 3.2
million crimes and thefts every year.
Leadership
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Leadership – 3 Accountability
Guiding Principles
Long before leaders can develop plans for getting others to
take on more responsibility and ownership for their work, they
must set the foundation of accountability using these 3 guiding
principles:
1. Clear and concise communications. A clear message
helps people know what’s expected and how to make the right decisions.
2. Compelling consequences. Focus on consequences that
produce positive outcomes, not consequences focused on punishing for doing
something wrong.
3. Culture of accountability. Leaders set the tone for cultural
norms. Mastering conversations that encourage accountability is how leaders exert
a powerful influence on positive cultural change.
Accountability is more of a leadership problem then an employee
problem.
Accountability is usually viewed as something negative that happens
when things go wrong or as a punishment for mistakes.
Whenever people blame other people, places and things; you have an
accountability problem.
Blame inhibits corrective action and undermines learning.
Negative accountability never works over the long term.
Accountability should be viewed as a powerful, positive and enabling
principle that provides the foundation to build both individual and
company success.
It is only when you build a culture of positive accountability that you
have people who can and will achieve game-changing results.
Do You Agree?
Leadership Communication
As a leader, everything you say and do takes on a greater
meaning.
Your responsibility lies in using the power of your words and
your actions to influence behaviors that bring about the right
business results.
How you handle mistakes, blame, feedback and credit goes a
long way to setting the stage for accountability.
Nothing is more important than consistently delivering your
core message to employees.
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Keys to Successful
Performance Planning for Leaders
Being able to describe the job and its
importance to the organization
Establishing clear Performance Expectations
with measurement criteria
Identifying skills and resources needed to be
successful in the job
Setting priorities
Reviewing with employee to check for
understanding and commitment
Building Trust with Employees
You build trust when you communicate your genuine
interest in people and their needs.
While there are many factors that contribute to our
perceptions of trustworthiness, here 3 key traits that you
should focus on:
Character. Studies consistently cite honesty as the #1 attribute of effective
managers – consistently doing what they say they’ll do.
Competence. Your managerial competency should not be measured by your
technical skills, but by your ability to understand and influence people.
Caring. The most neglected trait is the ability to show you care. Employees
want to feel they matter and their bosses actually care about them as people.
Only when these three traits are in place can employees
reciprocate with trust.
Building Trust with Employees
To improve your connection to your people and build trust, try
these techniques:
1. Walk around. Walk around each day to touch base with individual
contributors to our company’s success.
2. Capture vital statistics. Learn about each employee’s life: spouse’s
name, children’s names and ages, major hobbies, etc.
3. Find what drives them. Explore each person’s guiding motivations.
4. Ask for ideas and feedback. Trust must already be established for
people to be openly honest with you. Acknowledge that you have heard them and
will think about what they have said.
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Top 10 On-the-Job Needs
1. To do interesting, challenging work in which they can
assume some responsibility.
2. Recognition for good work. Oral and tangible
recognition is often more important than pay increases.
3. To work with managers and supervisors who treat them
with respect.
4. To have the chance at developing new skills. Employees
want the opportunity to advance and grow into more
skillful people.
5. To work with managers who listen and appreciate
employee ideas on how a job can be done better, more
productively, or more safely.
Top 10 On-the-Job Needs
6. A chance to think for themselves rather than just carry out
ridged instructions from their boss.
7. To see or know the “end results” of their work.
8. To work with managers and supervisors who are committed,
dedicated, and supportive.
9. To know what is going on. Today’s employee wants to know
how well the company is doing in the problems and challenges
facing their employer.
10. To feel good about working for their employer. They want to
have pride in their contribution to the company’s success.
Employee Relations for
Morale and Retention
Employee Relations Tools
Employee Recognition and Award Programs
Employee/Supervisory Opinion Surveys
Open Communication
50 Morale Boosters
Compensation
Basic Compensation Philosophy
Other Compensation Tools
Workplace Enhancements
Meaningful New Hire Orientations
Mentor/Proctor
Timely Performance Appraisals
Supervisory Training and Career Enhancement Programs
Improved Benefits
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Employee Recognition and Award
Programs
Length of Service Awards
Spot Awards
Note Worthy Performance Awards
Peer Recognition Awards
Tips for Starting an Employee
Recognition Program
Identify the decision makers. Specify who the decision maker
will be.
Think about your organization. What is its management style
in dealing with employees? What is your culture? How trusting
are employees as management?
Determine the program’s objectives. Think through why and
how this Employee Recognition Program will benefit your
organization. Be clear about the types of performance and
behaviors you are trying to encourage.
Define eligibility criteria. Clearly define all those who would
be eligible for recognition award programs.
Tips for Starting an Employee
Recognition Program
Timing. Determine the timing for the award. The purpose of
the award should drive the timing.
Decide how to communicate the recognition.
Maintain flexibility. Be prepared to change and modify the
Employee Recognition Program as circumstances warrant.
Communicate with supervisors.
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Employee/Supervisory Opinion
Survey
Review the organization from its most important
perspective --
the employees.
Open Communication
Hold 50/50 meetings
Work side-by-side with employees
Conduct exit interviews
Listen to your employees
Advantages of a Developed
Compensation System
Provides a fair and equitable basis of policies and
practices for the optimizing of good employee
morale.
The assurance that wage and salary opportunity is
maximized to best compete in the marketplace, while
at the same time confirming that expenditures are
fiscally responsible.
That appropriate return from monies expended is
confirmed with effective and supportive employee
performance appraisals.
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Compensation as a Retention Tool
Recipients of a compensation system that readily explains the
job duties, standard performance, and compensation
opportunity available to them.
They have knowledge, confidence, and belief that their
employer has a credible and equitable system of compensation
administration and performance evaluation.
They project a high degree of job satisfaction and self-esteem
as derived from the psychological and monetary rewards to
good job performance.
They understand that every effort is being made to provide the
best in long-term opportunities expressed to them, other
employees and the organization.
Compensation as a Retention Tool
Pay is tied to reimbursement and both are
inadequate for this important career
Starts a local level with legislation
Agencies need to reduce pay inadequacies
Remember Equal Pay Act
Market Survey
Fair and Consistent application of practices
Benefits
Steps in a Compensation Program
(1)
Conduct
Job
Analysis
(7)
Merge Existing
Staff Into
Program
(4)
Establish
Labor
Grades
(3)
Conduct
Job
Evaluation
(2)
Develop
Job
Descriptions
(5)
Conduct Area,
Regional, or
National Wage
Survey
(6)
Create Salary
Progression
Schedules
(8)
Reduce The
Process To
Writing
Implement
The
Program
(10)
Conduct
Performance
Appraisal
Training
(9)
Introduce to
Supervisors
and
Managers
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Workplace Enhancements
New Hire Orientation
Supervisory and Employee Training
Timely Performance Appraisals
Improved Benefits
Community Education
New Hire Orientation
“First impressions last a lifetime.”
Include the following:
Company mission, vision, and values and Corporate culture
Organizational structure and leadership team intro
Mandatory new-hire paperwork
Overview of benefit plans
Administrative procedures (computer logins, extension, email setups, etc.)
Key policies and procedures
Manager Expectations
Company Systems i.e. employee recognition, employee events etc.
Job Description and Performance Metrics
Education on ways to stay engaged and productive at work
The “Buddy” System
Develop an Employee On-the-Job Training Program.
Mentorship
Preceptor
Apprentice Program development
Engagement – Big Picture
Accountability in the workplace?
• Gallup Study – 47,000 employees in 120 countries
around the world
11% of workers worldwide are engaged (emotionally connected to their
workplace and feel they have the resources and support they need to succeed)
62% are not engaged (emotionally detached and likely to be doing little more than is necessary
to keep their jobs)
27% are actively disengaged (they view their work-places negatively and are liable to
spread that negativity to others)
Does your organization set the tone for positive accountability?
Are leaders in your organization accountable to the employees?
Do employees trust your top management?
Are employees given credit for their successes more than they are held
accountable for their errors?
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Challenge Your Organization:
Is there a formal training program besides
monthly in-services?
What types of training do you currently offer?
What has been the successes and challenges?
Do you have a career path process in place?
Components of a Successful Employee
Learning Experience
Training and Development vital to sustainability of organization and
retention of staff/management
Successful learning experience is based on the following:
Training or development program goals are clear
Employee involvement to determine the KSA’s to be learned
Participative activities during the learning process
Employee work experiences and knowledge are used as a resource
Practical/problem-centered approach based on real examples
Connect new material to employee's past learning and work experience
Behavior modeling and practice to reinforce content learned
Informal, safe and supportive environment
Employee is shown respect
Training must promote positive self-esteem
Employee Training
Develop a Formal Training Program for Employees:
Communication
Effective Problem Solving/Conflict Resolution
Emotional Intelligence/Empathy
Team building
Listening skills
Regulatory updates or required training
Technical Skill Set refresher courses
Can be internal or external
Don’t wait for the employee to ask!
Management to find opportunities for employees
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Supervisory Training
Develop a Formal Training Program for Leaders:
Can be internal or external
HR/Legal Updates
How to Screen and Hire
Leadership Accountability
Communication/Listening skills
Effective performance appraisals
Progressive discipline/Coaching and feedback
Team building
Regulatory updates
Technical Skill Set refresher courses
The Employee Training and
Development Process
Learning happens all the time whether or not you are
fully aware of it
Incidental learning
You have learned without really thinking about it or meaning
to actually learn.
Intentional learning
You engage in activities with an attitude of "what can I learn
from this?"
Employee development requires you to approach
everyday activity with the intention of learning from
what is going on around you
Training and Development
Responsibility
Employee training is the responsibility of the organization.
Employee development is a shared responsibility of management and the
individual employee.
Management must provide the right resources and an environment that
supports the growth and development needs of the individual employee
including:
A well-crafted job description
Provide training required by employees to meet the basic competencies for the job
Develop a good understanding of the knowledge, skills and abilities that the organization
will need in the future.
Look for learning opportunities in every-day activity.
Explain the employee development process and encourage staff to develop individual
development plans.
Support staff when they identify learning activities that make them an asset to your
organization both now and in the future
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The Individual Development
Planning Process
Prepared by the employee collaboratively
with the supervisor
Tie this back to the performance evaluation or nurse
visit/check in
A good individual development plan will be:
Interesting
Achievable
Practical
Realistic
The Individual Development
Planning Process
Step 1 - Self-assessment
Employee identifies his or her skills, abilities,
values, strengths and weaknesses Use the many self-assessment tools found on the internet or
work with SESCO to create tool.
Compare their knowledge, skills and abilities to those
identified in the job description
Review performance evaluations and nurse visit reviews
(performance evals are often used as the starting place for
developing individual development plans)
Ask for feedback from the supervisor
The Individual Development
Planning Process
Step 2 - Assess current position and work
environment
Employee assesses current requirements of position and
how the position and/or organization may change.
Consider: Identify the job requirements and performance expectations of current
position
Identify the knowledge, skills and abilities that will enhance ability to
perform your current job
Identify and assess the impact on your position of changes taking
place in the work environment such as changes in clients, programs,
services and technology.
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The Individual Development
Planning Process
Based on the analysis in Steps 1 and 2, use
an Individual Development Plan to answer the
following:
What goals does the employee want to
achieve in their career?
Which of these development goals are
mutually beneficial to the employee and
your organization?
The Individual Development
Planning Process
Step 3 - Identify development activities
Identify the best ways to achieve your development
goals. What methods will you use?
What resources will be required?
Step 4 - Put your plan in action
Review your plan with your supervisor for his or her input and
approval
Start working on your plan
Evaluate your progress and make adjustments as necessary
Celebrate your successes
Cost-effective Methods for Employee Training
and Development
On-The-Job Experience Opportunities
Committees
Conferences and Forums
Critical Incident Notes
Field Trips
Job Aides
Job Expanding
Job Rotation
Job Shadowing
Learning Alerts
Peer Assisted Learning
Stretch Assignments
Special Projects
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Cost-effective Methods for Employee Training
and Development
Relationships and Feedback
Coaching
Mentoring
Networking
Performance Appraisal
Classroom Training
Courses, seminars, workshops
Off-The-Job Learning
College classes
Professional Associations
Reading Groups/Circles
Self-study
Become and Employer of Choice
Employees choose to work for that employer… when presented with other choices
of employment.
This choice is a conscious decision–or series of decisions–made when joining
an organization and when deciding to stay with that organization. The
deliberate choice even influences productivity, as employees choose to do
what it takes to make their employer successful.
Today’s workers have choices, more so than ever before in history. Everyone has a
wide range of choices of occupation, employer locale, industry, and work
arrangements.
Our strong economy, which economists tell us will last until at least the later part
of the first decade of the 21st century, ensures that we’ll continue to have an
abundance of employment opportunities.
In this seller’s market, workers will make clear decisions about where they will
work, why, and for how long.
Become and Employer of Choice
Along with a Marketplace Comparative Analysis and a Benefits Review, there are
7 domains/practices that are evaluated:
COMPONENT 1: THE APPLICATION
1. Organizational Culture
2. Leadership
3. Care of People
4. Growth and Opportunity
5. Human Resources Processes
6. Job/role/process design
7. Growing the next generation Recognition standards
Your organization must have “leading edge” business practices and initiatives in
progress, which represent “best practices” in business.
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Become and Employer of Choice
COMPONENT 2: THE MANAGEMENT AND STAFF ASSESSMENT
Consider completing a comprehensive business practices assessment (survey),
which will allow for a standardized quantitative analysis of their results.
There are eight core domains that should evaluated for measured feedback. The 8
core domains/practices include:
1. The Company
2. Organizational Culture
3. Leadership
4. Care of People
5. Growth and Opportunity
6. Meaningful Work
7. Compensation and Benefits
8. Making a Difference
Become and Employer of Choice
COMPONENT 3: THE FINANCIAL AND HUMAN CAPITAL ASSESSMENT
Calculation of turnover rates will be performed based on all full-time equivalents,
defined as personnel working 35+ hours per week, including executive,
management, and non-management personnel.
At a minimum, it is recommended that all participants measure their financial and
human capital numbers on a quarterly basis and plot their findings on a run or
control chart. More frequent measurement is encouraged.
The following financial and human capital measurements will be used:
Revenue Per Employee Growth: The growth of revenue over the last two years. 2.
Turnover Rate Compared to Industry Average: The rate at which FTE’s
voluntarily leave the organization compared to your industry’s national average.
Training per Employee: The average yearly amount spent on training for each
employee
Workforce Retention per Employee: The average yearly amount spent on
workforce retention (WFR) for each employee
Training as a Percentage of Total Payroll: Percentage of payroll spent on training
Program Conclusion
“Thank you for your attention and participation”
Joel Cullum
[email protected]
423-764-4127