Staff Retention. August 7, 2015 Brandi Alexander, BSW Michelle R. Datema, MS RN Rita Trinklein, MA Cynthia Zagar, LMSW

Transcription

1 Staff Retention 1 August 7, 2015 Brandi Alexander, BSW Michelle R. Datema, MS RN Rita Trinklein, MA Cynthia Zagar, LMSW

2 2 Who are we?

3 3 Who are you?

4 4 Cost of Staff Turnover Finding, hiring, and training= 1.5 X employee yearly salary What are the non-dollar related costs? What s the impact on you? Your program and model fidelity? Families?

5 5 Bringing Staff Retention to Life:

6 6 Engagement Vs. Satisfaction Satisfaction: A measurement of an employee s happiness with the current job and conditions; it does not measure how much effort the employee is willing to expend Engagement: A measurement of an employee s emotional commitment to an organization; it takes into account the amount of discretionary effort an employee expends on behalf of the organization Employee Satisfaction vs. Employee Engagement: Are They the Same Thing? An ADP White Paper, 2012; adp.com

7 7 Engagement and Satisfaction SATISFIED DISSATISFIED DISENGAGED ENGAGED

8 8 Engagement Vs. Satisfaction Satisfied Employees: Job security, organizations financial stability, compensation and benefits Engaged Employees: The work itself, relationship with co-workers, opportunities to use skills and abilities, relationship with immediate supervisor, and the meaningfulness of the job Society for Human Resource Management (SHRM) 2011 Employee Job and Satisfaction Survey

9 9 Measuring Engagement/ Satisfaction:

10 10 The Q 12: 1) Do you know what is expected of you at work? 2) Do you have the materials and equipment to do your work right? 3) At work, do you have the opportunity to do what you do best every day? 4) In the last seven days, have you received recognition or praise for doing good work? 5) Does your supervisor, or someone at work, seem to care about you as a person? 6) Is there someone at work who encourages your development? 7) At work, do your opinions seem to count? 8) Does the mission/purpose of your company make you feel your job is important? 9) Are your associates (fellow employees) committed to doing quality work? 10) Do you have a best friend at work? 11) In the last six months, has someone at work talked to you about your progress? 12) In the last year, have you had opportunities to learn and grow? q12.gallup.com

11 11 Bringing Engagement to Life:

12 12 Key Points Keeping in mind the real cost of turnover Why engaged employees are your biggest asset What is important in order to actively engage employees

13 13 The Importance of Right Fit Interview for soft-skills and reflective capacity Use behavioral interviewing Use those probationary days to assess fit Counsel out if necessary

14 14 What to Look For*: Are they connecting with you? Is the conversation reciprocal? Are they asking questions too? Are they comfortable sharing how they are feeling? How do YOU feel in their presence? How do they relate to front office staff or other staff they might meet incidentally? *Questions provided by Healthy Families America National Office

15 15 What to Ask*: Outside of work, what experiences in your life have helped you be ready for this kind of work? What kinds of things do you do to nurture yourself, reduce stress, and maintain a balanced life? What do you think it s like to be your supervisor? What do you need to work on? What relationship in your life is the best model in a general sense for how you would like to approach relationships with families and why? *Questions provided by Healthy Families America National Office

16 16 Bringing Interviewing to Life:

17 17 Supervision: Engagement Key person to support staff retention is supervisor Supervisor is a primary element that is vital to maintaining an engaged culture If it s true that supervisors are so critical to staff retention, and if we want to retain engaged staff members, there is a link between supervision and engagement. How do supervisors contribute to staff engagement?

18 18 Bringing Supervision to Life:

19 19 The Generation Gap Learning styles and needs are different There are also differences in opinions and attitudes Understanding differences is key The Traditionalist vs. The Baby Boomer vs. Generation X vs. Generation Y/ Millennial and Generation Z

20 20 What we Know about Recognition Specific Unpredictable Special Frequent Parallel Strength-based

21 21 How??? Remember the costs and impact of staff attrition Put it on your calendar Keep recognition support items handy Track the recognition you give Get support from your peers Give yourself enough time to plan for any group event

22 22 Bringing Appreciation to Life:

23 23 Key Points Right fit is vital Interview for reflective capacity Staff appreciation and recognition reflect the parallel process in this work

24 24 Some Examples Letters from parents Letters from the child s perspective All staff members identifying specific things that others did well and compiling them Whisper Circle Supervisor s identifying specific things that their staff did well and the impact it made and saying it out loud Use of symbols: rocks, butterflies, puzzles Program credo

25 25 Music to Set the Mood Imagine (John Lennon) In Wonder (Osho) My Wish (Rascal Flatts) This Place (Kem) Somewhere Over the Rainbow (Various) Wonderful World (Louis Armstrong) Seasons of Love (Cast of Rent) Let it Be (The Beatles) Bridge Over Troubled Waters (The Beatles) Lean on Me (Bill Withers) Kind and Generous (Natalie Merchant) Trouble Me (10,000 Maniacs) Heal the World (Michael Jackson)

26 26 Added Benefits to Program Managers and Supervisors Focusing on strengths helps to focus on strengths Re-grounded us in the work and in the gifts that the staff had Left feeling re-energized and empowered

27 27 Bringing Appreciation to Life:

28 28 Questions?????

29 29 Thank you!!! Brandi Alexander Michelle R. Datema Rita Trinklein Ext Cynthia Zagar (517)