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Rx for Hiring Healthcare Workers

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Driven by increased competition for talent and a shortage of critical skills, U.S. companies surveyed increased their talent acquisition spending by 7% on average during 2014 with Healthcare organizations having the largest increase in spending among industries at 16%. However, Healthcare also reported the highest new hire turnover of all industries.[1] So how can Healthcare organizations better attract and retain skilled employees to care for the people who need them?

In this webinar, Robin Erickson, Ph.D., VP of Research for Talent Acquisition, Engagement and Retention for Bersin by Deloitte, Deloitte Consulting LLP, and Tom Tonkin, Ph.D., Principal Consultant, Thought-Leadership and Advisory Services for Cornerstone on Demand, will discuss:
• Why hiring in Healthcare is different and the difficulties companies typically face; and
• What tools and strategies companies can used to address Healthcare hiring challenges

Participants can learn:
What’s Wrong: Why Healthcare tends to have both an easier and more difficult time in finding and keeping employees.

Diagnosis: Each organization’s hiring challenges will be different depending on its size, systems and processes, and hiring practices.

Prescription for Health: Dr. Erickson and Dr. Tonkin will discuss suggestions and tools to make more effective Healthcare hires by working on relationships between recruiters and hiring managers and developing an integrated and effective talent acquisition strategy.

Publié dans : Recrutement & RH
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Rx for Hiring Healthcare Workers

  1. 1. Rx for Hiring Healthcare Workers January 20, 2016
  2. 2. Copyright © 2016 Deloitte Development LLC. All rights reserved.1 Rx for Hiring Healthcare Workers, January 2016 Symptoms • High turnover, but paradoxically, lower recruiting costs Diagnosis • Causes of high turnover in healthcare Rx for Health • Optimizing Talent Acquisition Today’s Agenda and Presenters Robin Erickson, PhD Vice President, Talent Acquisition, Engagement & Retention Research Bersin by Deloitte / Deloitte Consulting LLP rerickson@deloitte.com @RAEricksonPhD Join the conversation on Twitter #TAHealthcare @RAEricksonPhD @DrTomTonkin @Bersin @CornerstoneInc Tom Tonkin, PhD Principal, Advisory Services Cornerstone OnDemand ttonkin@csod.com @DrTomTonkin
  3. 3. Copyright © 2016 Deloitte Development LLC. All rights reserved.2 Rx for Hiring Healthcare Workers, January 2016 Retention, Engagement, and Talent Acquisition are urgent issues 2015 Global Human Capital Trends % of Surveyed Organizations Rating Issue as Urgent or Important Source: Predictions for 2015: Redesigning the Organization in a Rapidly Changing World, Bersin by Deloitte / Josh Bersin, January 2015 63 68 69 73 74 74 76 79 81 84 86 87 THE OVERW HELMED EMPLOYEE SIMPLIFY W ORK DIVERSITY & INCLUSION FIX PERFORMANCE MANAGEMENT INTEGRATE HR TECHNOLOGY GLOBALIZE TALENT MANAGEMENT TALENT & HR ANALYTICS TALENT ACQUISITION RESKILLING HR REINVENT LEARNING & DEVELOPMENT GAPS IN LEADERSHIP PIPELINE RETENTION & ENGAGEMENT
  4. 4. Copyright © 2016 Deloitte Development LLC. All rights reserved.3 Rx for Hiring Healthcare Workers, January 2016 Our lives depend on healthcare workers Yet, healthcare workers often face burnout from: • Constant emergencies • Fear of error • Long shifts • Heavy workloads • Unpredictable work • Physical demands • Understaffing Source: “Burnout Syndrome,” M. Polikandrioti, Health Science Journal 3.4 (2009) pp. 195-196.
  5. 5. Copyright © 2016 Deloitte Development LLC. All rights reserved.4 Rx for Hiring Healthcare Workers, January 2016 Symptoms
  6. 6. Copyright © 2016 Deloitte Development LLC. All rights reserved.5 Rx for Hiring Healthcare Workers, January 2016 Research shows Healthcare spending on Talent Acquisition increased in 2014 3% 12% 16% 7% 13% 0% 5% 10% 15% 20% 25% 30% Banking / Financial Services Business Services / Consulting Healthcare Manufacturing Technology Average Overall Increase in TA Spending: 7% Source: Talent Acquisition Factbook 2015: Benchmarks and Trends in Spending, Staffing and Key Recruiting Metrics, Bersin by Deloitte / Jennifer Krider, Karen O’Leonard, & Robin Erickson, PhD, April 2015 Year-over-Year Change in Talent Acquisition Spending by Industry, 2013–2014
  7. 7. Copyright © 2016 Deloitte Development LLC. All rights reserved.6 Rx for Hiring Healthcare Workers, January 2016 Cost per hire is typically lowest in Healthcare . . . $4,323 $4,300 $3,033 $5,611 $4,325 $0 $1,000 $2,000 $3,000 $4,000 $5,000 $6,000 $7,000 $8,000 $9,000 $10,000 Banking / Financial Services Business Services / Consulting Healthcare Manufacturing Technology Source: Talent Acquisition Factbook 2015: Benchmarks and Trends in Spending, Staffing and Key Recruiting Metrics, Bersin by Deloitte / Jennifer Krider, Karen O’Leonard, & Robin Erickson, PhD, April 2015 Average Cost per Hire: $3,976 Cost per Hire by Industry, 2014
  8. 8. Copyright © 2016 Deloitte Development LLC. All rights reserved.7 Rx for Hiring Healthcare Workers, January 2016 But Healthcare tends to have the highest new-hire turnover 14% 11% 17% 10% 11% 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% Banking / Financial Services Business Services / Consulting Healthcare Manufacturing Technology Source: Talent Acquisition Factbook 2015: Benchmarks and Trends in Spending, Staffing and Key Recruiting Metrics, Bersin by Deloitte / Jennifer Krider, Karen O’Leonard, & Robin Erickson, PhD, April 2015 Average New Hire Turnover: 14% 12-Month New-Hire Turnover by Industry, 2014
  9. 9. Copyright © 2016 Deloitte Development LLC. All rights reserved.8 Rx for Hiring Healthcare Workers, January 2016 Diagnosis
  10. 10. Copyright © 2016 Deloitte Development LLC. All rights reserved.9 Rx for Hiring Healthcare Workers, January 2016 Type of work affects turnover RN Turnover Rates by Specialty Pediatrics 13.5% Women’s Health 13.8% Critical Care 16.8% Surgical Services 17.2% Step Down 18.0% Telemetry 18.5% Medicine/Surgery 20.7% Emergency 21.7% Behavior Health 30.7% Source: 2015 National Healthcare Retention & RN Staffing Report, B. Colosi, NSI Nursing Solutions, Inc., March 2015
  11. 11. Copyright © 2016 Deloitte Development LLC. All rights reserved.10 Rx for Hiring Healthcare Workers, January 2016 Other factors contribute to high turnover  Helping others is often the primary motivation for healthcare providers  ACA is helping to make healthcare more entrepreneurial  Changes in technology can make care less personal & require constant training  Not enough doctors to meet demand for care  Retirement of aging healthcare professionals
  12. 12. Three questions every employee answers everyday • Do I want to stay? • Do I need to stay? • Should I stay? Most employees formulate their long-term organizational commitment in their first 30 days
  13. 13. What is this? This addresses the positive emotional connection that the employee has to the organization. For example, working at here, whether the people or the work itself, makes them happy. 12 Do I want to Stay? Most employees formulate their long-term organizational commitment in their first 30 days
  14. 14. What is this? This addresses the positive emotional connection that the employee has to the organization. For example, working at here, whether the people or the work itself, makes them happy. Where does it come from? This feeling is induced from positive work experiences at your organization. 13 Do I want to Stay? Most employees formulate their long-term organizational commitment in their first 30 days
  15. 15. What is this? This addresses the positive emotional connection that the employee has to the organization. For example, working at here, whether the people or the work itself, makes them happy. Where does it come from? This feeling is induced from positive work experiences at your organization. Proposed Action/Curriculum: • Testimonial videos • Professional Development Classes that coincides with employee's career aspirations. • Reoccurring team meetings at every level (i.e. regional or national) 14 Do I want to Stay? Most employees formulate their long-term organizational commitment in their first 30 days
  16. 16. What is this? This is when an employee is calculating the cost of leaving the organization and questions what they need to do. 15 Do I need to Stay? Most employees formulate their long-term organizational commitment in their first 30 days
  17. 17. What is this? This is when an employee is calculating the cost of leaving the organization and questions what they need to do. Where does it come from? Leaving is more difficult when the employee invests more and more into the company. How vested are they in the company. 16 Do I need to Stay? Most employees formulate their long-term organizational commitment in their first 30 days
  18. 18. What is this? This is when an employee is calculating the cost of leaving the organization and questions what they need to do. Where does it come from? Leaving is more difficult when the employee invests more and more into the company. How vested are they in the company. Proposed Action/Curriculum: • Exposure to all of the organization through cross line of business training. • Have employee invest in the organization and be visible about it like filling out their profile page. • Special internal projects that makes the company better. • Increasing employee engagement 17 Do I need to Stay? Most employees formulate their long-term organizational commitment in their first 30 days
  19. 19. What is this? The feeling of obligation to stay with an organization. What the employee ought to do. 18 Should I Stay? Most employees formulate their long-term organizational commitment in their first 30 days
  20. 20. What is this? The feeling of obligation to stay with an organization. What the employee ought to do. Where does it come from? When employee is socialized into the organization and the company invests in the employee. 19 Should I Stay? Most employees formulate their long-term organizational commitment in their first 30 days
  21. 21. What is this? The feeling of obligation to stay with an organization. What the employee ought to do. Where does it come from? When employee is socialized into the organization and the company invests in the employee. Proposed Action/Curriculum: • Early investments in the employee, for example during on-boarding • Help employee build a personal network • Job satisfaction and career advancement surveys 20 Should I Stay? Most employees formulate their long-term organizational commitment in their first 30 days
  22. 22. Copyright © 2016 Deloitte Development LLC. All rights reserved.21 Rx for Hiring Healthcare Workers, January 2016 Rx for Health
  23. 23. Copyright © 2016 Deloitte Development LLC. All rights reserved.22 Rx for Hiring Healthcare Workers, January 2016 Optimizing TA matters in Healthcare Having the right Healthcare employees who understand the work and how to do it well can: • Provide better care to patients • Reduce burnout and mistakes • Attract leading talent • Adapt to changes • Save both people and money
  24. 24. Copyright © 2016 Deloitte Development LLC. All rights reserved.23 Rx for Hiring Healthcare Workers, January 2016 Talent Acquisition Maturity Model Reactive Tactical Recruiting Level 1 Standardized Operational Recruiting Level 2 Integrated Talent Acquisition Level 3 Optimized Talent Acquisition Level 4 BersinbyDeloitte Source: High-Impact Talent Acquisition, Key Findings and Maturity Model, Bersin by Deloitte, 2014 13% 23% 29% 35%
  25. 25. Copyright © 2016 Deloitte Development LLC. All rights reserved.24 Rx for Hiring Healthcare Workers, January 2016 Level 4 organizations surveyed spend more per hire . . . $3,258 $3,852 $5,088 $6,465 $0 $1,000 $2,000 $3,000 $4,000 $5,000 $6,000 $7,000 Level 1—Reactive Tactical Recruiting Level 2— Standardized Operational Recruiting Level 3— Integrated Talent Acquisition Level 4— Optimized Talent Acquisition Source: Talent Acquisition Factbook 2015: Benchmarks and Trends in Spending, Staffing and Key Recruiting Metrics, Bersin by Deloitte / Jennifer Krider, Karen O’Leonard, & Robin Erickson, PhD, April 2015 Average Cost per Hire: $3,976 Cost per Hire by Maturity Level, 2014
  26. 26. Copyright © 2016 Deloitte Development LLC. All rights reserved.25 Rx for Hiring Healthcare Workers, January 2016 . . . but typically have lower new hire turnover . . . 17% 15% 11% 10% 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% Level 1—Reactive Tactical Recruiting Level 2— Standardized Operational Recruiting Level 3—Integrated Talent Acquisition Level 4—Optimized Talent Acquisition Source: Talent Acquisition Factbook 2015: Benchmarks and Trends in Spending, Staffing and Key Recruiting Metrics, Bersin by Deloitte / Jennifer Krider, Karen O’Leonard, & Robin Erickson, PhD, April 2015 Average New Hire Turnover: 14% 12-Month New-Hire Turnover Rates by Maturity Level, 2014
  27. 27. Copyright © 2016 Deloitte Development LLC. All rights reserved.26 Rx for Hiring Healthcare Workers, January 2016 . . . and shorter time to fill 55 50 52 44 0 10 20 30 40 50 60 Level 1—Reactive Tactical Recruiting Level 2— Standardized Operational Recruiting Level 3—Integrated Talent Acquisition Level 4—Optimized Talent Acquisition Source: Talent Acquisition Factbook 2015: Benchmarks and Trends in Spending, Staffing and Key Recruiting Metrics, Bersin by Deloitte / Jennifer Krider, Karen O’Leonard, & Robin Erickson, PhD, April 2015 Average Time to Fill (in Days): 52 Time to Fill (in Days) by Maturity Level, 2014
  28. 28. The Unified Talent Management Platform Most employees formulate their long-term organizational commitment in their first 30 days
  29. 29. Do I want to Stay? Recruiting On-Boarding Connect Learning Performance Compensation Succession • Applicant Workflow (all) • Applicant Experience (all) • Employer Branding (1) • Mobile (all) • Assign Tasks (2) • Onboarding Tracking (2,3) • Universal Profile(1) • Communities (3) • Teams and Tasks (3) • Discussion Forums (2,3) • Feedback (3) • Relevant Learning(2) • Goals and Feedback (3) • Clarity in compensation • Alignment to Ascension (2) • Empower Employees to be active in their career planning (1,2) 28 Actions/Recommendations 1. Testimonial videos 2. Professional Development Classes that coincides with employee's career aspirations. 3. Reoccurring team meetings at every level (i.e. regional or national) Most employees formulate their long-term organizational commitment in their first 30 days
  30. 30. Do I need to Stay? Recruiting On-Boarding Connect Learning Performance Compensation Succession • Social Sourcing (2) • Employer Branding (3) • Applicant Experience (3) • Goals and milestone planning (1) • Accommodates various roles (1,3) • Universal Profile(2) • Communities (2) • Discussion Forums (3) • Real-time Feedback (1) • Groups and Communities (2) • Social Review (2) • 360-degree reviews (1,2) • Provide visibility on their future (1) • Internal Recruiting (1) 29 Actions/Recommendations 1. Early investments in the employee, for example during on-boarding 2. Help employee build a personal network 3. Job satisfaction and career advancement surveys Most employees formulate their long-term organizational commitment in their first 30 days
  31. 31. Should I Stay? Recruiting On-Boarding Connect Learning Performance Compensation Succession • Assign learning courses and content (1) • Real-time task reporting and reminders (4) • Support all employee lifecycle events (all) • Universal Profile(2) • Communities (2) • Discussion Forums (1,3) • Real-time Feedback (1) • Social Collaboration (4) • Specific content to assist with different skills (3) • Competency Model Alignment (1) • Personalized career development plans (2,4) • Transparency in Promotion (4) • Identify Overlooked employees (2) 30 Actions/Recommendations 1. Exposure to all of the organization through cross line of business training. 2. Have employee invest in the organization and be visible about it like filling out their profile page. 3. Special internal projects that makes the company better. 4. Increasing employee engagement Most employees formulate their long-term organizational commitment in their first 30 days
  32. 32. Copyright © 2016 Deloitte Development LLC. All rights reserved.31 Rx for Hiring Healthcare Workers, January 2016 Key Takeaways 1. Constant change and lack of control over the work and schedule contribute to healthcare worker burnout and high turnover rates. 2. Because demand for healthcare workers is high, it tends to be harder to retain them since they can easily find a job elsewhere. 3. Look at your TA strategy and practices to see where you are in maturity. 4. Optimizing TA typically involves not only filling openings, but also creating a work environment where people want to stay. 5. Address the full lifecycle of an employee. Engagement and retention strategies support your acquisition strategy. 6. No matter where you are in the maturity model, relationships are important, especially hiring manager/recruiter and manager/employee.
  33. 33. Copyright © 2016 Deloitte Development LLC. All rights reserved.32 Rx for Hiring Healthcare Workers, January 2016 Questions? Robin Erickson, PhD Vice President, Talent Acquisition, Engagement, & Retention Research Deloitte Consulting LLP 111 S. Wacker Chicago, IL 60606 Email: rerickson@deloitte.com Office: (312) 486 5368 Twitter: @RAEricksonPhD Tom Tonkin, PhD Principal, Advisory Services Cornerstone OnDemand 1601 Cloverfield Blvd Santa Monica, CA 90404 Email: ttonkin@csod.com Office: (303) 619 3950 Twitter: @DrTomTonkin
  34. 34. Copyright © 2016 Deloitte Development LLC. All rights reserved.33 Rx for Hiring Healthcare Workers, January 2016 About Deloitte As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the “Deloitte Network”) is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this communication. Copyright © 2016 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited

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