RSR Absolutes for Success

Transcription

1 RSR Absolutes for Success RSR Standard Date Verified Compliance Yes or No Action to be Taken Weekly Scorecard/Report by 2pm on Thursday Internal Scoreboard/Weekly Celebration Facility Staff know the 2018 Retention Goal for the Facility and we Celebrate Progress Daily Leadership Rounding on Steroids Step up the Rounding especially on late nights Organize Leadership Rounds on the weekends, beyond your MOD Program if it exists. Spend quality time engaging with your employees during rounding Identify the Buy In or Lack of Buy in for Retention efforts 2 Up Rule for Interviews/Move toward Team Based Interviews No OT for employees with a call off in the same pay period No floats/pulls for new hires in their first 30 days Direct Contacts with New Employees 7 Personal Interactions in the first 30 Days ADM/DNS MDS ing of the New Employees (Meet with them at 7, 14, 30 days then 3, 6, 12 months) Implementation of Mentor Program

2 Mentors chosen and trained Mentor Incentive implemented Parallel Schedule to the New Employee they are Mentoring Ongoing Mentor Program Success Provide Mentor Stories of Success Reward Mentors Timely Feature Mentors on your Scoreboard Handle Call Offs Follow your Attendance Policy Track and Recognize Perfect Attendance Monthly Handle Tardiness Immediate Supervisor Intervention within 30 upon the employee s return to work Follow the Policy Catch them being prompt Implement Team Rewards for Promptness and Attendance Set Team Goals for Success with Attendance over Holidays and other historically high call off times Call off limit for the period Flex Plan use for the period Overtime for the period Leadership Rounding for the period Holiday Management Presence for the period New Help Mentoring Wolf Management Handle the Wolves

3 Coach Mentors on how to appropriately handle the wolves Facility Leaders should appropriately handle the wolves Recruitment at the local level Implement 2 ideas of the 35 Flex Protocol Implementation Identify location/shift/role with highest # of staff exits. Identify the action to be taken. Quarterly Interviews for All Staff with their immediate supervisor (Stay Interviews) Complete a "Live Shop of your Competition on Pay/Benefits If using agency, there is an agency elimination plan Effective use of PRN Team Members Identify and Implement the use of your Talent Team Identify Talent Criteria/Requirements Identify Employees in any role/department who meet your TALENT requirements Meet with your Talent Team (Employees identified as Talented ) Implement the use of your Talent Team Use Talent Based Recruitment strategies

4 Use your Talent Team in Strength Based Ads/Flyers/Efforts. Location examples include but are not limited to: Indeed Local Newspapers/Publications Social Media (such as Facebook or LinkedIn Flyers for distribution Newsletters/Bulletins Career fairs on site or at facility Schools Other Routinely Evaluate the Effectiveness of your Talent Ads and Make Changes as Needed Get Referrals from your Talent Team / Offer Incentives for Referrals Share your BRAG about Recruitment/Retention Success with Residents/Families Implement the use of IRs (Instant Remedies) and P=S (Problem=Solution) Take the real problems that come up Get a flip chart - talk with the front line team members who are closest to the problem Take 15 minutes or less to brainstorm on Solutions" Problem = Solution Approach to all problems When the solution is used and successful - Celebrate with the group to who was involved with finding the solution Feature the Problem and Solution on your Scoreboard Do this several times a weekuse P=S as a Talking Point during your Rounding Review P=S during New Employee Orientation and Mentoring Listen to Podcast # 7 at clintcast.com Review examples of P=S Policies at maunlemke.com

5 Evaluate and effectively manage any gaming or inconsistencies that may be occurring with the following, act on any identified areas of concern. Overtime trends by employee or other Special Schedules for some employees i.e. approval to come later or leave earlier than other staff Chronic Call Off Patterns by individual employees or in general Holiday Call Off Patterns past and present or other High Volume times of the year Facility Name Executive Director CEO