WeCare Connect: An Employee-Driven Retention Strategy

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1 WeCare Connect: An Employee-Driven Retention Strategy Who are we? Founded based on internal need of Wellspring Lutheran Services State-wide human services organization (formerly Lutheran Homes of MI) About 4 years ago other LeadingAge members heard what we were doing and asked if we could provide the service to them as well We are now in 22 states and 200+ LeadingAge member sites WeCare Connect TM is now a separate company still wholly owned by Wellspring Lutheran Services 1

2 Industry Turnover Trends Currently Turnover is already 30-40% on average = starting in the hole Many positions are low pay = job hoppers consider even minimal pay increases, unless satisfied Future Lower unemployment rate = tighter job market Decreased federal reimbursement = less/under staffing making it a tougher job causing more employees to leave Growing senior population = more demand More Millennials = different set of expectations for a job Direct Cost of Turnover Termination Exit interview(s), severance, higher unemployment taxes, vacation payout Replacement Advertising, agency/screening, testing, interviewing, verification of licensure/certifications and in some cases travel and relocation Training Orientation, re-certification, skill assessment Vacancy Cost OT, temporary staffing/registry Total Direct Cost $3,000 - $8,000+ per employee Average Cost & Time $4,129 and 42 days to fill -SHRM 2

3 Indirect Hidden Cost of Turnover Reduced Quality of Care Replacing one of your employees with a new/temporary/registry person Reduced Morale Remaining staff are impacted when a fellow employee leaves (unwanted overtime, extra shifts, extra workload) Lost Productivity From the exiting employee and from the temporary fill ins Increased Workload (Burnout) As the remaining staff works more hours trying to cover for the vacancy created by the exiting employee Cost of New Employee As they come up to speed, they are less productive, but cost you the same amount of money Historical Knowledge Those that have been around for a long time have a native understanding of the operations in your facility that isn t easily replaced Negative Impact on Culture - Shifthound Importance of Tracking New Employees A study from the Aberdeen Group finds that 86% of the respondents felt a new hire s decision to stay with a new company long term is made within the first 6 months of employment Studies show that about 20 percent of employee turnover happens in the first 90 days of employment. That means that one of every five people who start a new job today are likely to have left that job within just three months. - G&A Partners 3

4 Importance of Tracking New Employees (Continued) Why do new hires leave? - Bamboo HR Inconsistent Expectations Interpersonal Conflict Lack of Training Feeling Unwelcome The work was different than expected The boss was a jerk They felt under appreciated They felt overwhelmed Important to find out if this applies to any of your new employees real-time so you have a chance to fix it. It s too late hearing about any of these in an exit interview Supervisors A Leading Cause of Turnover So, many supervisors will point fingers somewhere, but the data I receive from exit interview reports, feedback instruments, and employee engagement surveys has fingers pointing back at them. -Marcel Schwantes, Inc. Magazine 50 percent of employees left their job "to get away from their manager to improve their overall life at some point in their career. Business Journal We've all heard the phrase: People leave managers, not companies. 4

5 Supervisors A Leading Cause of Turnover (Continued) "The single biggest decision you make in your job - bigger than all the rest - is who you name manager. When you name the wrong person manager, nothing fixes that bad decision. Not compensation, not benefits nothing. -Gallup CEO Jim Clifton Key questions to get answers to (but how do you get these answers?) Are your managers open and approachable? Do your managers set performance goals? Are they focused on the employees strengths? This is all compounded because high turnover is not just a frontline staff issue, resulting in constant new set of supervisors. Workplace Solutions Become employers of choice Support quality management & supervision Provide supervisors with real-time feedback about their staff Annual or once every two year surveys are not a solution anonymous, macro level delayed responses Know exactly why staff are leaving Not just gut feelings from managers/supervisors Understand the data that predicts turnover Listen and show that you hear your employees Take individual and macro action on what your employees tell you 5

6 Listen And Show That You Hear Employees Many organizations fall into the trap of asking questions (Staff Satisfaction Surveys) and then ignoring what they hear/learn. Asking and ignoring is a recipe for unhappy employees. Your employees don t know they are heard unless you tell and show them how their feedback is changing the organization. Shifthound Number one reason employees give for not responding to surveys is they don t think anything is going to change anyways, so why bother What s Your Strategy? 90% of those surveyed do not have a formal strategy for retaining staff despite many indicating that staff retention is an organizational challenge - Non Profit HR Solutions WeCare Connect TM can and would like to be a big part of your strategy WeCare Connect TM can help address all of these issues 6

7 Customer Connections Home Health Start of Care Follow-up & Satisfaction Discharge Telemonitoring Private Duty Client Welcome Service Quality Skilled Nursing & Rehab Re-Hospitalization Check Service Quality Hospice Start of Care Bereavement Service Quality CCRC Service & Amenities Quality New Resident Move-In Employee Connections New Employee Onboarding/Training Success Employee/Supervisor Relationship Individual Employee Issue Detection Existing Employee Employee Satisfaction Employee Feedback Employee Engagement Resigned/Termination Turnover Reason Suggested Improvements 7

8 Conducting Employee Touchpoints Employee is ed survey at the following intervals: 2 weeks from hire 45 days from hire 75 days from hire 6 months from hire Every 6 months (ongoing engagement & satisfaction) Termination/Resignation questions on each survey focusing on employee s acclimation, training, supervisor relationship, satisfaction, etc. If employee has not completed survey after 7 days and two reminders, rolls over to our team of live call agents Employee can call back anytime and complete the survey with our live agents using code left on their voic Management is ed any triggers instantly Intervene and prevent turn-over before it happens How Are Notifications Processed & Resolved Appropriate individual(s) receive with issue details and a link to our issue resolution module They then: Directly enter actions taken and final resolutions for each issue View all their own unresolved issues in one screen Receive reminders of unresolved issues 8

9 Notification Tracking & Resolution Benefits Management access to consolidated view of ALL currently unresolved issues Custom protocols to ensure consistency and quality Access to resolved issues for prioritization of areas of focus, process improvement and staff education Increased supervisor and management accountability Dramatically improve staff issue response time and consistency Reporting Actionable Data Access dynamic reports to change processes or take action View peer data for comparison purposes Save and auto-send to key stakeholders 9

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12 Employee Pricing ~$16/New Employee ($1,295 one-time setup & training fee) $4.35 per completed survey $1.50 per unsuccessful attempt Touchpoints can be customized w/ price based on # and type of questions Includes: Online access to all data and reports Unlimited notifications and Mobile App options Access to peer data ROI Reduced employee turnover and high associated cost (>$3,000/employee) More engaged and higher satisfied employees leading to greater productivity Resigned employees become a potential candidate pool Getting Started No locked-in or minimum cost contracts 10-minute training on how to enter your individuals to be called Report training and trigger setup scheduled as your data accumulates 12

13 2 weeks from hire 45 days from hire 75 days from hire Every 6 months Resigned/Terminated Allows HR and management to get their arms around what is going on with new employees Individual intervention that directly reduces turnover; Know issues before finding them out too late in an exit interview Immediate positive impact on culture from quickly addressing new employee concerns Get feedback post new employee honeymoon period before negativity spreads Data coming in on a continuous basis from existing employees, rather than on an anonymous once-a-year survey P Panel Discussion Krista Borbely, Clark-Lindsey Patty Sanchez, Friendship Senior Options Janet Hausbeck, WeCare Connect 13

14 Thank You for Considering WeCare Connect TM Please indicate in the last column on the sign-in sheet, if you would like us to reach out for additional follow up As a LeadingAge IL Senior Conference attendee, if you become a client by November 1, 2017, there will be no charge for your November and December touchpoints 2 Weeks From Hire 1. Do you understand your job duties and what is expected of you? 2. Do you feel you received enough training from us to allow you to perform your job? 3. Is your job what you expected it to be? a. If no, Can you briefly explain how it is not what you expected? 4. Have you met your direct supervisor? 5. Have you been introduced to our mission, vision and values? 6. Have you felt welcomed up to this point? 7. Do you feel comfortable and safe in your work environment? 8. Have your co-workers and supervisor assisted you when you had questions or concerns? 9. Are you glad you made the decision to work here? 10. Do the people you work with, speak positively about each other, our organization, and the people we serve? 11. Is there anything you would have liked us to do differently in your first 2 weeks on the job? 14

15 45 Days From Hire 1. Is the job what you expected it to be? a. If no, Can you briefly explain how it is not what you expected? 2. Do you have a good relationship with your supervisor? 3. Have people followed through on doing what they said they were going to do? 4. Have you received feedback from your manager or supervisor about how you are doing? 5. Are you glad you made the decision to work here? 6. Has your supervisor discussed our performance and evaluation process? 7. Have you made a friend at work since starting with us? 8. Do you see yourself working for us one year from now? 9. On a scale from 1-5 with 5 being the best, how satisfied are you with your job? 10. What do you like the most about working for us? 11. What do you like the least about working for us? 75 Days From Hire 1. In the last month, have you received feedback from your manager or supervisor about how you are doing? 2. Do you know exactly how your performance will be evaluated moving forward? 3. Do you have a good relationship with your supervisor? 4. Do you feel comfortable going to your supervisor with a problem? 5. Does your supervisor assist you when you have questions or concerns? 6. Have people followed through on doing what they said they were going to do? 7. Do you feel appreciated for the job you do? 8. Are you glad you made the decision to work here? 9. Would you recommend us as a place of employment to family and friends? 10. Would you recommend our services to family or friends? 11. Do you see yourself working for us one year from now? 12. On a scale from 1-5 with 5 being the best, how satisfied are you with your job? 13. On a scale from 1-5 with 5 being the best, how would you rate the competitiveness of our benefits and pay? 15

16 Every 6 Months 1. In the last month, have you received feedback from your manager or supervisor about how you are doing? 2. Do you have a good relationship with your supervisor? 3. Do you feel comfortable going to your supervisor with a problem? 4. Does your supervisor assist you when you have questions or concerns? 5. Is there good teamwork with the people you work with? 6. Do you feel appreciated for the job you do? 7. Would you recommend us as a place of employment to family and friends? 8. Would you recommend our services to family or friends? 9. Do you see yourself working for us one year from now? 10. On a scale from 1-5 with 5 being the best, how satisfied are you with your job? 11. On a scale from 1-5 with 5 being the best, how would you rate the competitiveness of our benefits and pay? Resigned Employee 1. On a scale of 1 to 5 with 5 being excellent, how would you rate the relationship you had with your supervisor? 2. Using that same scale, how would you rate your working environment? 3. Why did you end employment with us? 4. What did you like most about working for us? 5. What did you like least about working for us? 6. Would you recommend us as a place of employment to family and friends? 7. Would you recommend our services to family or friends? 8. Briefly, what are your suggestions for improving our organization? 9. Are you aware of any compliance concerns? Any fraud or neglect? a. If Yes, what compliance concerns are you aware of? 10. Would you be willing to have a conversation with someone from our staff about coming back to work for us? 11. How long were you employed with our organization? [less than 3 months, 3-6 months, 7-12 months, 1-3 years, more than 3 years] 16

17 Terminated Employee 1. On a scale of 1 to 5 with 5 being excellent, how would you rate the relationship you had with your supervisor? 2. Using that same scale, how would you rate your working environment? 3. Did you feel supported by your co-workers? 4. Would you recommend us as a place of employment to family and friends? 5. Would you recommend our services to family or friends? 6. Briefly, what are your suggestions for improving our organization? 7. Are you aware of any compliance concerns? Any fraud or neglect? a. If Yes, what compliance concerns are you aware of? 8. How long were you employed with our organization? [less than 3 months, 3-6 months, 7-12 months, 1-3 years, more than 3 years] Questions Jon Golm jgolm@agingenriched.org 17

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