1 How to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare
2 INTRODUCTION A PATIENT-CENTERED WORKFORCE A Patient-Centered Workforce is made of highly-engaged people and teams who endeavor to provide patient-centered care. It honors the whole person and family, respects individual values and choices, and ensures continuity of care. When care is patient-centered, patients will say, They gave me exactly the help I want (and need) exactly when I want (and need) it. 1 This can exist only when you select, align, develop, and continuously retain highly-engaged people. 1 Guiding Principles for Patient Engagement
3 03. INTRODUCTION WHY DO WE NEED A PATIENT-CENTERED WORKFORCE? There are many challenges facing the healthcare industry today, specifically related to the labor shortage. The aging population is putting increasing demand on the system as more people are requiring healthcare services, yet fewer healthcare professionals are available to provide care. This problem will only worsen, as 40% of the U.S. nurse workforce is age 50 or older and may be retiring or finding employment outside of healthcare. 2 Healthcare organizations must also hire and train for workforce skillsets that are needed for new complex technology. Furthermore, retail clinics and primary care locations are expected to double over the next five years and can be attractive places to work, with flexible hours and a variety of locations. Healthcare organizations are competing for the same talent in order to provide consistent quality care to their patients. This is happening as hospitals and providers are moving from a fee-for-service to a value-based model, in which payment is tied to quality of care. The consumer is more empowered than ever before, with access to self-diagnosis tools, prices for healthcare services, provider ratings, and more choice about where they seek care. When revenues are tied to patient experience, the need for employees with a service-excellence competency is crucial to your bottom line. 2 AONE Guiding Principles for the Aging Workforce
4 04. INTRODUCTION HOW TO BUILD A PATIENT-CENTERED WORKFORCE? A Patient-Centered Workforce can help your organization deal with these challenges. A highly-skilled, highly-engaged Patient-Centered Workforce can do more with less to meet your organization s needs. Creating a Patient-Centered Workforce requires looking at your entire employment lifecycle. First, build a highly-engaged workforce that s centered around providing the best possible care, and then focus on retaining that workforce.
5 SELECT EFFICIENTLY SELECT ENGAGED, ACCOUNTABLE CANDIDATES Employees should be engaged and accountable before you hire them and assessed for competencies that drive patient-centered care in order to build a Patient-Centered Workforce. But with the intense competition for healthcare talent, you have to ensure you build an efficient recruitment process so you can close your top choice candidates before they accept an offer elsewhere.
6 06. SELECT ATTRACT THE BEST CANDIDATES To build a Patient-Centered Workforce you need to source and select candidates who align with job requirements and criteria, fast. You should be constantly recruiting, so when a job opens up you can quickly engage candidates from your talent pipeline who are a great fit for your open role. Organizations that want to attract the best healthcare talent must provide a positive, fast, and easy application process. With high turnover, nursing and physician shortages, and new talent being more selective about where they work, the healthcare talent market is highly competitive. People are busy and generally have very little free time to apply for jobs. The most in-demand candidates won t take the time to navigate long, clunky applications and will drop out of the application process entirely. However, applying for a healthcare job is more difficult than other industries because of the need to collect additional information like clinical verification forms and licensure. An applicant tracking solution makes it easy for applicants to find and apply to the right jobs, thereby reducing applicant drop-off, and improving time-to-fill and quality of hire.
7 07. SELECT ASSESS CANDIDATES FOR CRITICAL, CLINICAL & BEHAVIORAL COMPETENCIES To build a Patient-Centered Workforce you need to select candidates who align with your mission, vision, and values, and have the right skillsets for each job family to deliver care. Many of these competencies are also aligned with quality patient care and patient satisfaction, such as customer-focus, compassion, and adaptability. Assessment software can compare candidates behavioral competencies to healthcare-specific data, and provide you with behavioral interview questions to dig deeper into each candidate s responses. It also helps your organization hire candidates who have the potential to develop into leaders, so you can develop and retain them. Reference checking software can help you gather honest, insightful feedback about candidates through a streamlined reference checking process. Being able to select accountable employees who align with your organizational values is pivotal to driving a workforce centered around the patient.
8 08. SELECT CLOSE TOP TALENT BY PROVIDING A GREAT EXPERIENCE & COMPETITIVE COMPENSATION Healthcare organizations need to give a positive impression of their organization at all contact points and provide a fast and easy recruitment experience. The most qualified candidates are highly coveted by healthcare organizations, and their competitors. In order to hire these individuals, healthcare organizations need to impress them with a positive candidate experience and keep them engaged through relevant communications. Applicant tracking software helps organizations streamline and simplify the recruitment process by making it easy for applicants to find and apply to the right jobs, receive relevant and timely communication, and complete the onboarding process all of which significantly improve the candidate experience. When you re able to close your top choice candidates, you can build a stronger workforce that s aligned with your goals. You also need to offer competitive compensation when attracting talent, and incentivize them to put patients first. Build benchmarks and align salary decisions with a competitive compensation philosophy for union, non-union, clinical, and non-clinical roles. Take the candidate s detailed work history into account to ensure that your offer is commensurate with their professional experience and credentials. A compensation analysis solution can help you select clinical and non-clinical positions and pay markets to build market composites, so you can align salary decisions with best-in-class data and develop better compensation strategies.
9 ALIGN CONSISTENTLY ALIGN EXPECTATIONS OF EXCELLENCE WITH EMPLOYEES Develop new hires with your mission, vision, and values from day one. Your healthcare organization should enforce those expectations of excellence during the onboarding and orientation process, and throughout the rest of the employment lifecycle. SELECT
10 10. ALIGN ONBOARDING NEW HIRES The first 90 days are crucial for integrating your new hire into your Patient-Centered Workforce, beginning with the onboarding process. This is a time to set expectations with your new hire. New hires should have a realistic job preview through peer and group interviews, but you should also review the job description thoroughly. Your new hire should know exactly what they re responsible for and what s expected of them. Require sign-off to ensure the candidate knows what success in their new role looks like. Keep in mind that healthcare workers are busy, and have very little time to complete onboarding forms. Providing new hires with a fast, easy onboarding process allows your organization to onboard new hires faster and ensure they begin their tenure at your organization with a positive impression. A strong onboarding process also helps foster employee engagement from day one, which is a crucial component of a Patient-Centered Workforce.
11 11. ALIGN DEVELOPING PATIENT-CENTERED GOALS Next, set goals with your new hires. Employee goals should align with those of the organization to reinforce how the employee s work supports the organization s mission, vision, and values, and focus on patient-centered care. These should include cross care coordination and handoffs, collaborating and communicating about patients, timeliness of access to care, reduction in inpatient utilization and organizational goals related to wellness of whole populations. Select individual performance metrics based on these organizational goals, job descriptions, 360 feedback, and licensure. Each employee should be held accountable for their impact on the organization s bottom line. HCAHPS scores, for instance, are directly tied to nurse communication, cleanliness of room, noise level during stay, and care management during handoffs and across the continuum. With clearly defined goals, employees know how to prioritize their tasks and how their success will be measured. This makes performance management a continuous process to improve patient-centered care. When employees know what it takes to succeed from day one, they will be happier and more engaged and it will show in their work.
12 12. ALIGN PREPARING LEADERS FOR CHANGE To build a Patient-Centered Workforce you need to be able to rely on your leaders to engage employees and drive performance. It starts with the right leadership selection and continues through ongoing assessment and development. Define the leadership competencies necessary for managing change such as problem solving, innovative and strategic thinking, persuasive communication, and creating a shared vision and find people with those competencies. Keep in mind that leaders may have different styles of management, communication, learning and feedback, but should be given autonomy and encouraged to lead in a way that works for their teams. Hold all leaders across the organization to the same set of standards, promote strengths-based leadership, and respect their individual competencies. Leadership skills are not only necessary for C-levels anyone who manages individuals, functional areas, and/or shared governance models, have to step up as well.
13 13. ALIGN ASSESSING LEADERSHIP ENGAGEMENT A leadership assessment can measure behavioral competencies and critical reasoning to help you select the right leadership candidates, whether they are new hires or internal promotions. It also identifies key gaps in behavioral competencies that are necessary for successful leadership, so you can set development and performance goals. Many critical skills today are behavioral: teamwork, communication, coordination, critical thinking, which directly impacts care coordination, but you also have to train on clinical skills that drive patient safety. Studies suggest that 20% of all hospital employees are either disengaged or ambivalent, which is a problem because engagement is necessary for success. Leadership development has been known to increase leadership engagement which, in turn, increases staff engagement. Engagement also impacts patient satisfaction: data shows every 1% increase in employee engagement increases an organization s overall HCAHPS rating by 0.33%, and patients willingness to recommend increases by 0.25%. In short, development drives engagement, and when employees are engaged, they re more dedicated to their jobs and provide better patient care, leading to increased patient satisfaction. 3 The Advisory Board Company s Employee Engagement Survey
14 DEVELOP THOROUGHLY DEVELOP EMPLOYEES WITH CONTINUOUS IMPROVEMENT To build a Patient-Centered Workforce you have to promote performance improvement within your current workforce. Once selected, the team should be developed and aligned together across the board. With constant learning and career pathing, you can put people in the right position both today and several years forward. Part of performance management is developing your workforce to take on new roles by identifying high-potentials and helping them improve their leadership competencies. SELECT
15 15. DEVELOP PROVIDE CONSISTENT FEEDBACK While annual reviews are important for employee performance management, they should not be the only time an employee receives feedback. Coaching, mentoring, and training should happen regularly not just during annual performance reviews so that employees are continuously improving their patient-centered care. Feedback should be given regularly to show appreciation for things the employee is doing well, and to identify areas for improvement. This may come in the form of employee rounding, in which managers schedule time to meet with employees each month, or through teachable moments where managers provide feedback in the moment they see the behavior. Managers should record both positive and constructive feedback throughout the year so it s readily available during annual reviews. Annual reviews are a great time to measure employee development, review compensation, discuss career paths, and determine additional opportunities for development. Employee performance management software can help you align employees with job descriptions and organizational values, select competencies to develop through ongoing coaching, and track performance growth.
16 16. DEVELOP DISCUSS CAREER PATHING Employees who feel that they have a future with your organization are more likely to be engaged and provide patient-centered care. When they have something to work toward, they will be more motivated to improve their performance and exceed expectations. Career pathing should be discussed with your employees early and often to determine suitable career paths, based on their goals and strengths, and your organization s needs. Create structured development action plans to ensure that feedback, coaching, mentoring, and professional development are tailored toward the employee s current role, as well as their plan for the future. By laying out a clear career path for your employees and helping them reach it, you will demonstrate your commitment to them.
17 17. DEVELOP PROVIDE LEARNING OPPORTUNITIES After identifying your employees areas for improvement and creating a career path, map learning opportunities to their development plans so they have the resources they need to reach their goals. Provide employees with classes that teach them new skills to deliver safe and compliant patient care. To build a Patient-Centered Workforce you need to create engaging learning and development opportunities with readily available resources that motivate your workforce. Many critical skills today are behavioral: teamwork, communication, coordination, and critical thinking. Leveraging an elearning solution that integrates with an employee assessment program can provide managers with recommendations on what courses employees need to develop these critical competencies. Formal learning and development programs help your team reach its full potential and provide the best quality of care to your patients. By laying out a clear career path for your employees and developing them reach their career goals, you will be able to keep them engaged, and focused on patient-centered care.
18 RETAIN CONTINUOUSLY RETAIN TOP TALENT Ensuring that everything from performance reviews to salary decisions is aligned with a culture of retaining top talent, is critical when it comes to building a Patient-Centered Workforce. Organizations that align and reward their workforce with patient-centered goals are constantly assessing competencies across staff and leadership to develop them, so they can grow in their existing roles or gain opportunities for advancement. As the competition for in-demand talent heats up, time to fill and cost of hire will increase dramatically and smart organizations are focusing on retention to ensure continuity of high-quality patient care.
19 19. RETAIN PREDICT EMPLOYEE RETENTION More than 90% of all staff turnover occurs within 18 months. In healthcare, the selection process is critical for hiring the right fit employees. Employees who match the mission, vision, and values of the organization are more likely to be retained. According to Frederick Morgeson, Ph.D., who conducted the Healthcare Retention Study, more than 90% of all staff turnover occurs within 18 months. Behavioral assessment software with job-specific retention index scoring can help you identify applicants who are more likely to stay with the organization and better predict employee retention. Retention measures are different according to job family, so nurses should be compared with other nurses. For example, a factor driving nurse retention is an intrinsic interest in nursing as a profession, and that s not a factor that drives IT. Assessments should be adjusted regularly as you analyze turnover. Learn why people are leaving willingly, and what their attributes are. Also learn who stays and excels, what their attributes are, and how they differ from people who leave. Adjust assessments so you don t bring in more people like those who willingly left or were managed out, and instead focus on the traits and skills of people who stay and excel. Feed information from performance management back into assessments to constantly tailor those outcomes. You should be constantly measuring and using performance management learning to improve your Patient-Centered Workforce.
20 20. RETAIN CREATE A POSITIVE WORK ENVIRONMENT A positive work environment is more important than staffing levels for ensuring patient safety and quality of care because it sets healthcare employees up to be successful in their work. 4 Elements of a positive work environment include workplace culture, availability of sufficient supplies and equipment, interprofessional relationships and collaboration, and a work-life balance. Top-tier healthcare talent is in high-demand, and has many choices about where they work. A positive work environment will help you attract top talent from healthcare organizations that lack a great work environment. Conversely, healthcare workers who don t feel they work in a positive work environment are more likely to turnover, thereby putting more strain on colleagues left behind, and leading to more turnover. Older workers may retire altogether, further adding to the healthcare shortage. If you want to retain your Patient- Centered Workforce, and attract more top-tier talent, make sure you have a positive work environment in which your employees will thrive. 4 A Positive Work Environment
21 21. RETAIN PROVIDE COMPETITIVE COMPENSATION To build a Patient-Centered Workforce you need to incentivize employees to put patients first, and recognize their contributions to ensure workforce satisfaction. Healthcare work can be as stressful as it is rewarding, and one of the best ways to show employees you value them is to compensate them fairly. If people don t feel that they re being paid fairly, they will be dissatisfied and their quality of work will suffer. A compensation market data solution can you help you quickly build market composites for clinical and non-clinical positions and pay markets, and align salary decisions with data to develop better compensation strategies. When you know appropriate pay rates for varying factors, such as location, role, experience and company size, you can reduce pay-based turnover and retain talent by staying competitive within the local and national job markets. Merit planning software lets you easily align the merit and bonus cycle with the performance management process, and select the right increase amounts to develop a more cohesive merit planning strategy. Select increase and bonus amounts that align with performance, providing a direct connection between annual evaluations and compensation decisions.
22 22. RETAIN FOCUS ON EMPLOYEE DEVELOPMENT FOR CAREER ADVANCEMENT Nearly 1 million nurses will retire in the next years. More than ever, it s important to retain highly-engaged people who can deliver quality care. With nurses, for instance, studies suggest the average tenure of nurse managers is five years. The costs of nursing turnover at the state and national level are equal to or greater than two times a nurse s salary. What s more, according to The Advisory Board, nearly 1 million nurses will retire in the next years. 5 Many of your best employees will have a desire to constantly learn and grow, and developing a path for career advancement is one of the best ways to retain your Patient-Centered Workforce. When a position opens up, look to internal candidates first to determine who may be best suited for the role. If you can t find a suitable internal candidate, and expect a similar position to open up in the future, it may be a good time to start succession planning and development of your staff. You should always have a pipeline of internal candidates ready to go, and deliver on your plan to move them up in your organization. 5 AONE Guiding Principles for Creating Value and Meaning for the Next Generation of Early Careerist
23 TOP 3 BENEFITS OF A PATIENT-CENTERED WORKFORCE 1. BETTER PATIENT CARE & HIGHER PATIENT SATISFACTION A workforce focused on providing patient-centered care will improve community health, and have fewer errors and readmissions. Employees are also more engaged and satisfied with their jobs, and will go above and beyond in their duties to support patients, leading to higher patient satisfaction. With higher patient satisfaction, healthcare organizations will see higher HCAHPS scores and reimbursements. 2. HIGHER EMPLOYEE ENGAGEMENT & LOWER TURNOVER A workforce that is focused on the same goals and working together to achieve them will have higher employee engagement levels. Development opportunities also increase employee engagement levels, while allowing your workforce to provide a higher quality of patient care. Engaged employees have lower turnover, which reduces recruitment costs and improves continuity of patient care. 3. HIGH-QUALITY WORKFORCE ATTRACTS BETTER TALENT The A-players will be attracted to the healthcare organizations that have a high quality of care, good benefits, and better financials. This will help you build strong talent pipelines so you ll have access to top talent when you need them, thereby reducing time-to-fill.
24 CONCLUSION PATIENT-CENTERED WORKFORCE As you build the healthcare workforce for the next generation, you may find that there simply isn t enough talent to go around. In order for your organization to be successful, you will have to recruit healthcare workers who are engaged and accountable, and will go above and beyond to do more with less. You will need to attract the most qualified talent, align them with your patient-centered goals, develop them to constantly improve, and continually SELECT retain them. By properly aligning a skilled workforce with a service-excellence culture, healthcare organizations can better leverage employees to provide quality care and increase patient satisfaction.
25 HealthcareSource 100 Sylvan Road, Suite 100 Woburn, MA About HealthcareSource With more than 3,000 healthcare clients, HealthcareSource is the leading provider of talent management solutions for the healthcare industry. The HealthcareSource Quality Talent Suite SM helps healthcare organizations build a Patient-Centered Workforce TM by selecting, aligning, continuously developing, and retaining highly-engaged people. The company s cloud-based platform of software, content, services and analytics includes applicant tracking, reference checking, behavioral and skills-based competency assessments, compensation analysis, performance and learning management, elearning courseware, education and advisory services. A private company focused exclusively on the healthcare industry, HealthcareSource consistently earns high marks for client satisfaction and retention. HealthcareSource has been regularly ranked as a leader by KLAS Research for Talent Management, in addition to recognition in Healthcare Informatics 100, Modern Healthcare s Healthcare s Hottest, Inc , Deloitte Technology Fast 500, and Becker s 150 Great Places to Work in Healthcare list. Copyright 2016 HealthcareSource. All rights reserved. HCS328 06/16
Onboarding vs Orientation: Going beyond the Paperwork Table of Contents Introduction 3 Organizational Roadblocks 4 1. UTILIZE NEW HIRE PORTALS TO SPEED UP THE TIME TO PRODUCTIVITY 7 Centralize All Hiring
Future-State HR Service Delivery Model Operating Model Design Service CoE HR Leadership Communications Change Management Executive Recruitment Talent Community of Expertise Talent Recruitment Talent Management
COURSE CATALOG 2018 vadoinc.net Welcome Welcome to the Vado 2018 Course Catalog. Vado provides any organization or learner numerous opportunities to build the skills needed to lead and manage others, as
UNIVERSITY OF CALIFORNIA Human Resources HR Strategic Plan 2015-2019 Vision Strategy The headline Something happens we have to fix External influence drives action Crisis management Timing: NOW Reaction
Make engaging performance conversations a reality Ranked #1 in Customer Satisfaction by Performance Management COACH Halogen is a natural fit in terms of making performance management more powerful for
A SILKROAD White Paper Talent Management in Higher Education The Way Forward Introduction Indeed, the economic crisis, steep budget cuts, and increasing competition from for-profit colleges and other non-traditional
CERTIFICATIONS IN HUMAN RESOURCES PHRi TM Professional in Human Resources - International TM 2018 PHRi Exam Content Outline PHRi Exam Content Outline At-a-Glance: PHRi Exam Weighting by Functional Area:
ACCENTURE & SAP SUCCESS FACTORS INVESTIGATE CAPABILITIES WORKBOOK Imagine where we will go together... Imagine where we will go together... AGENDA TUESDAY APRIL 19TH 12:00 PM Lunch (outside Ali Conference
ENGAGE BY STAGE Research Report Understanding how career stage affects employee engagement BEYOND AGES: Engaging Employees at All Career Stages While companies tend to default to age as the driver in engaging
WHY EMPLOYEE ENGAGEMENT MATTERS By Kathy Bowersox Are your employees engaged? Do you know if they are? Do you care? How relevant is employee engagement in terms of business success? In a word, VERY! If
sodexo strategies for improved performance Building a Powerful Patient-Centered Culture How Sodexo CARES creates a culture of motivated, engaged employees focused on improving outcomes. The Sodexo cares
Studer Group Presentation to Alabama Primary Health Care Association Fire is Catching: Employee Engagement & Selecting Talent Debbie Ritchie, Chief Operating Officer Slide 1 Your Mission APHCA's mission
The Coaching Playbook Your Must-Have Game Plan for Maximizing Employee Performance CONTENTS Coaching Overview What is Coaching? Coaching Categories Coaching Relationships Who Can Be a Coach? Coaching Personas
TALENT ACQUISITION AND MANAGEMENT STRATEGIES for Hourly Workers An icims Guide to Attracting and Retaining the Best Hourly Talent 2016 icims, Inc. All rights reserved. TABLE OF Contents 3-4 5 6-13 14-19
Your Guide + Workbook to Developing Employees Into Leaders ONLY 13% of companies say they do an excellent job developing leaders at all levels. Yikes. The most successful companies don t recruit leaders.
recruiting how will I draw my future AXA Advisors, LLC. The security that comes with a well-established global leader is admired not only by our peers in the industry, but also by our clients. join a winning
OUR PEOPLE, OUR STRENGTH 2015-2017 TABLE OF CONTENTS 1. 1. Employee messages... 2 i. Message from CAO ii. Message from Director, Human Resources 2. Executive summary... 3 3. About the Our People, Our Strength
Research: Integrated Talent - Trends and Findings To provide additional context for the case studies presented in this research, we asked our contributors and other organizations to reflect on their practices
Research Report: Forget about engagement; let s talk about great days at work May 2017 What does engagement mean? And what exactly does an engaged employee look like? There are many different conceptual
T-N-T Series 2017 Workforce Optimization The Holistic Application of Talent Development Multiple Forces At Work The Company Jobs Employees Customers Products HR, Training, & Development Principal #1 If
EMPLOYEE ENGAGEMENT SOLVED New 50,000-Person Research Study Unveils Findings to Unlock Workforce Potential With almost universal awareness about the business benefits of employee engagement, why are employees
Talent Review and Development Process: A Step-by-Step Guide Context and introduction Developing leadership in the home office is one of the most important and valuable things you do as an organization.
4 Ways Your HCM Technology Should Enhance Your Onboarding Processes HRDIVE.COM PLAYBOOK When you signed on with your first Human Capital Management (HCM) system, the short-term benefits were clear. Your
HPOG Employer Engagement The Dream Pitch The Dream The Dream Partnership Overview How and why you want to connect early with healthcare employers to engage them in your programs How to find employers (specifically
THE HR GUIDE TO IDENTIFYING HIGH-POTENTIALS What makes a high-potential? Quite possibly not what you think. The HR Guide to Identifying High-Potentials 1 If you agree people are your most valuable asset
Emergency Department Directors Academy Phase II Breakout Session III: Hiring and Retention Best Practices: Transform Your Workforce May 2011 Katherine Haddix Hill, Hill, RN, MSN Define workforce transformations
How Often Should Companies Survey Employees? Emerging Trends and Practical Considerations. 2017 Perceptyx, Inc. 28765 Single Oak Drive, Suite 250, Temecula California 92590 951.676.4414 www.perceptyx.com
The Talent Forecast Part 3 - Beyond hire: The long-term impact of talent acquisition on an organization. A global study to uncover what today's talent acquisition leaders can tell us about tomorrow's workplace.
Identifying and Developing High Potentials Prepared for New Jersey Hospital Association 2/12/2015 Human Resources Meeting The Leadership Development Group, Inc. Your Speakers Tracy Duberman, Ph.D., MPH,
1 TABLE OF CONTENTS PHASE I Summary.... 3 I. Internal Alignment.....3 II. Job Structure Evaluation..3 Appendix I. Compensable Families...6 Appendix II. Compensable levels...7 Appendix III Defining Compensable
CERTIFICATIONS IN HUMAN RESOURCES SPHRi TM Senior Professional in Human Resources - International TM 2018 SPHRi Exam Content Outline SPHRi Exam Content Outline At-a-Glance: SPHRi Exam Weighting by Functional
VISION, MISSION, VALUES Vision Statement: Through a combination of best practices and well established strategic partnerships, the Department of Human Resources will recruit, develop, and support the diverse
Achieving Results Through Genuine Leadership T R A I N I N G Facing tough issues and aggressive goals, top organizations win by preparing genuine leaders who live out the mission and values of the organization.
Research-based // Valid // Reliable Understand how to attract, retain, and engage your workforce. The DecisionWise contains research-based questions designed to measure the factors that attract, retain,
PURSUING A CAREER IN MEDICAL IMAGING LEADERSHIP 2017 by AHRA I GOT MY DEGREE! NOW WHAT? CHOOSE A CAREER PATH Remain in Clinical Role Management Role CT Technologist Nuclear Medicine Technologist Ultrasound
SHRM Foundation Executive Briefing Employee Engagement: Your Competitive Advantage Sponsored by Randstad Employee engagement is promoted by a myriad of consultants, books and articles, but does it really
Learning Center Key Message Guide The purpose of this Guide is to enable Learning Center communicators to achieve their communication objectives by delivery of consistent messaging, linking to 3M and LC
The Essential Relationship between HR and Marketing A Definitive Guide on How HR and Recruiting Departments Can Adopt Marketing Techniques to Attract the Best Talent Recruiting departments are increasingly
Bellevue University College of Continuing and Professional Education Recent Professional Development Deliveries 1) Leadership Foundations Leadership as Influence Effective leadership is critical in obtaining
2017 RECRUITING FUNNEL BENCHMARK REPORT Analysis and Actionable Tips to Improve Recruiting Performance Table of Contents WHAT S NEW IN 2017...2 INTRODUCTION TO THE RECRUITING FUNNEL...3 RECRUITING FUNNEL
Employee Engagement Leadership Workshop Turning employee feedback into results Developed for: Presented by: Copyright 2010, DecisionWise, Inc. All rights reserved. No part of this publication may be reproduced,
Zurich Financial Services & AMS An evolving partnership April Samulewicz Global Head of Talent Attraction & Recruitment CoE Zurich Mark Smith Client Relationship Director Alexander Mann Solutions Alexander
Leverage Learning to Onboard Top Talent What s in this guide? Explore the top five ways that learning is used to enhance onboarding. Click to jump to a chapter. 2 33% of employees know whether they want
AMPLIFYING EMPLOYEE ENGAGEMENT & PRODUCTIVITY Your guide to proven strategies that help energize your staff and build an engaged, productive workforce TM Amplifying Employee Engagement & Productivity 1
UNIVERSITY OF TEXAS AT AUSTIN EMPLOYEE ENGAGEMENT GUIDE WHAT IS THE SURVEY OF EMPLOYEE ENGAGEMENT? The Survey of Employee Engagement facilitated by the UT Austin Institute for Organizational Excellence,
Concepts in Enterprise Resource Planning Chapter 6 Human Resources Processes with ERP Chapter Objectives Explain why the Human Resources function is critical to the success of a company Describe the key
Putting the Patient First, by Putting Employees First Quint Studer CEO & Founder, Studer Group October 7, 9 To remain the best place to receive care, for physicians to practice medicine and for employees
INSIDE EMPLOYEES MINDSTM : WHAT OIL AND GAS EMPLOYEES VALUE APRIL 2015 Current market conditions in the oil and gas industry are dangerously disruptive for certain companies and create opportunities for
POWER YOUR BUSINESS WITH PEOPLE POWER Sage People Power your business with People Power 2 A powerful way to attract, retain and grow talent, at a lower cost and on a global scale The way we do business
HIRE MARKET SELL LEARN Small business Big ambitions Learning Playbook for SMBs It may feel like the challenge is beyond your resources as a small business. Don t limit your ambitions. You re closer than
THE BODY OF KNOWLEDGE FOR MEDICAL PRACTICE MANAGEMENT A FRAMEWORK FOR SUCCESS It s a direct reference to what we do on a daily basis, of what you need to know... Professionals demonstrate that knowledge
THE BODY OF KNOWLEDGE FOR MEDICAL PRACTICE MANAGEMENT OVERVIEW & PERFORMANCE OBJECTIVES THE BODY OF KNOWLEDGE FOR MEDICAL PRACTICE MANAGEMENT 3RD EDITION TABLE OF CONTENTS About the Body of Knowledge..................................................3
Competency Framework FOR CHARTERED PROFESSIONALS IN HUMAN RESOURCES Chartered Professionals in Human Resources Alberta Suite 990, 105 12 Ave SE Calgary, AB T2G 1A1 Tel. 800-668-6125 Email. email@example.com
New Hire Survey Report Prepared For: Sample Company Current Survey Period: Month Year Month Year New Hires (Surveys Completed Month - Month Year) # of employees: 43 # of responses: 25 Response rate: 58%
Transforming the financial services contact center: A human perspective in the digital era Digital disruption has transformed industry after industry from retail to publishing to lodging and telecommunications
Leaders 2020: The next-generation executive Digital leadership in the Public Sector Digital transformation promises great things for the Public Sector and the constituents it serves, from lower costs and
www.pwc.com Fit for the Future: Innovative Global Talent Transformation November 2015 Challenges of today Discussion Outline Talent and performance needs Building a fit for the future talent organisation
MGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES Mission, Vision, Core Values and People Philosophy Our Mission MGM Resorts International is the leader in entertainment and hospitality - a diverse collection
Future-State HR Service Delivery Model Operating Model Design Service CoE HR Leadership Communications Change Management Executive Recruitment Talent Community of Expertise Talent Recruitment Talent Management
How to Transform Your Talent Strategy into a Business Strategy Presented by: Sharlyn Lauby ITM Group Inc. Sponsored By: Wednesday, May 21, 2014 2:00 p.m. to 3:00 p.m. Eastern 1:00 p.m. to 2:00 p.m. Central
DEMAND DEMAND ABOUT TABLE OF CONTENTS Kforce, one of the nation s largest professional staffing and solutions firms, polled over 1,600 companies of all sizes from a broad spectrum of industries. Leaders
BRINGING MORE HUMANITY TO RECOGNITION, PERFORMANCE, AND LIFE AT WORK 2017 Survey Report EXECUTIVE SUMMARY Since Globoforce launched the WorkHuman movement, the concept of working human bringing more humanity
2015-2016 Just Leading Solutions LLC May be used for Global Scrum Gathering Orlando 2016 Apr-18-2016 Lean Agile People Operations (Agile HR) Your Secret to Enterprise Agility Fabiola Eyholzer @FabiolaEyholzer
Is your organization s talent ready for the future? Succession planning for future success Business Focus Customized leadership, team building and individual training/coaching Analysis and strategies for
SHRM / GLOBOFORCE Employee Recognition Survey FALL 2012 REPORT THE BUSINESS IMPACT OF EMPLOYEE RECOGNITION RESEARCH REPORT EXECUTIVE SUMMARY SHRM/Globoforce Fall 2012 Report // 2 Succession planning, employee
LEADERSHIP PERFORMANCE CRITERIA EMPLOYEE RESPONSIBILITIES (leadership) Job Knowledge Demonstrates an understanding and working knowledge of current role, profession, and industry. Has sought out personal
FAST TRACK YOUR SUPPLY CHAIN CAREER THROUGH MENTORSHIP By Rodney Apple PRESIDENT, SCM TALENT GROUP LLC APICS CAREER COACH FAST TRACK YOUR SUPPLY CHAIN CAREER THROUGH MENTORSHIP BY RODNEY APPLE PRESIDENT,
research report Fall 2012 Report Revealing Key Practices For Effective Recognition EXECUTIVE SUMMARY Workforce Mood Tracker Fall 2012 Report // 2 Recognition at work has emerged over the past decade as
SAP ebook HCM Suite Introducing the SAP SuccessFactors HCM Suite: Success is simply human Transform HR to create an agile, all-in workforce Transform HR to create an agile, all-in workforce Whether you
Select, Measure, Empower, and Retain: Four Critical Components for a Successful CDI Program Cheryl Davidson, RN, MSN, CDIP Network Director, Clinical Data Quality St. Luke s University Health Network Bethlehem,
The Coaching Playbook A Four-Part Summary on How to Maximize Staff Performance CONTENTS Coaching Overview What is Coaching? Coaching Categories Coaching Relationships Who Can Be a Coach? Coaching Personas
Aon Hewitt Talent, Rewards & Performance Actively Disengaged & Staying Dealing with prisoners in the workplace October 2016 Risk. Reinsurance. Human Resources. Introduction The unfortunate reality is that
Cover TBD 2017 SURVEY SUITE Strengthening Total Compensation Solutions through Data-Driven Intelligence and Insights Struggling to benchmark unique or emerging positions? Interested in devising competitive
The Attraction, Retention and Advancement of Women Leaders: STRATEGIES FOR ORGANIZATIONAL SUSTAINABILITY July 2013 ATTRACTION, RETENTION AND ADVANCEMENT OF WOMEN 01 AUTHOR: Mary L. Bennett, MLBennett Consulting
IT S TIME! PRIMARIS OPERATIONAL EFFICIENCY SOLUTION Using Lean Thinking to Save Time & Money Healthcare executives are well aware that both government agencies and private insurers are moving away from
About The Accountkeepers The Accountkeepers is not your typical bookkeeping firm. We are the better alternative to hiring an inhouse bookkeeper. Every Accountkeepers client has a dedicated accounting team
Addressing High Nurse Turnover at Bronson Methodist Hospital in Kalamazoo, Michigan Submitted by Victor E. Sower, Ph.D., C.Q.E. Adapted from Chapter 6 of Benchmarking for Hospitals: Achieving Best-in-Class
Core Values and Concepts These beliefs and behaviors are embedded in highperforming organizations. They are the foundation for integrating key performance and operational requirements within a results-oriented
Expanding Role of the Anesthesia Technician: Standards and scope of practice for the Certified Anesthesia Technician. Victoria Reyes Asst. Director KPAT Program Kaiser School of Anesthesia 9/15/2009 So
ITServices Strategic Plan 2013 2017 The Queen s ITServices Strategic Plan 2013 2017 serves as a document to focus and guide ITServices efforts to support the university s academic mission through information