Addressing Health Care Recruitment and Retention Challenges

Transcription

1 Addressing Health Care Recruitment and Retention Challenges 2018 Talent Management Summit Robert Alldred-Hughes M.HRM, CHRL Chief Executive, Human Resources & Support Services 2017/2018 & 2018/2019 Outstanding Care Patient & Family Centered

2 WHO WE ARE Muskoka Algonquin Healthcare (MAHC) provides emergency health care services and inpatient care at two hospital sites in Huntsville and Bracebridge. Patient care is also supported through a number of outpatient programs at both hospital sites and at the Almaguin Highlands Health Centre in Burk's Falls. 2

3 CHALLENGES AND ISSUES 14.00% 12.00% 10.00% 8.00% 6.00% 4.00% 2.00% 0.00% Voluntary Turnover in the First 90 days of Actual 2013/2014 Actual 2014/2015 Actual 2015/2016 Actual 2016/2017 YTD 2017/ % 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Voluntary Turnover in the First Year Target: By 2016/2017 to less than 10.99% Actual 2013/2014 Actual 2014/2015 Actual 2015/2016 Actual 2016/2017 YTD 2017/2018 Turnover is an important indicator related to employee engagement, organizational health, and effective human resources planning. Overall, employee turnover has been relatively low at MAHC in comparison to other Acute Care Hospitals in Ontario who experience on average an 8.43% turnover (2017 Benchmarking Data). MAHC ended the year with a turnover rate of 6.55%. 3

4 CHALLENGES AND ISSUES 3.50% 3.00% 2.50% 2.00% 1.50% 1.00% 0.50% 0.00% Actual 2014/2015 MAHC Retirement Rates In the next 5 years, 44% of the workforce at MAHC is eligible for early retirement. Past benchmarking data indicates that staff are not choosing to retire at the Actual 2015/2016 Actual 2016/2017 Forecast 2017/2018 earliest possible retirement age (55 years), however, 28% of staff are eligible to retire now. On average MAHC staff are working until age 60, therefore, 12% of our employee population may imminently retire. 4

5 WHAT WE DID 5

6 WHAT WE DID Short term Strategies Long Term Strategies Medium Term Strategies 6

7 Short Term - Recruitment Training & Development Critical Care Unit Nurse Training Recruitment Organize two in-house job fairs for nursing per year Management staff attend health care recruitment fairs and will assess ongoing continuation with this initiative i.e. Return on Investment. Increase external advertisement, focus on areas where hospitals are downsizing. MAHC Facebook. Ongoing Communication of Referral Bonus Program 7

8 Medium Term- Recruitment Training & Development Determine the right number of nurses we should train in house for ED and implement the MAHC ED RN training program. Hire both internally and externally. Recruitment Hire three new graduates into the NGG who we can groom for Corporate Nurse. 8

9 Long Term - Recruitment Training & Development Support RPN to RN bridging (Return of Service Agreement) Focused upskill training for areas at risk of high turnover due to retirements in the next 5-10 years. 9

10 OUR PLAN 10

11 AREAS OF FOCUS Short term Strategies Long Term Strategies Medium Term Strategies 11

12 Short Term- Retention HR Metrics Quarterly Reviews of the Employee Exit Survey Data Why are people leaving? Recognition Focused efforts on ensuring a team atmosphere is created where the talents of others are recognized and celebrated. Consistent utilization of the MAHC High Five recognition program for superior service in the lives of colleagues, patients and teams. Showing My Appreciation for Health Care planned bimonthly acts of appreciation. 12

13 Short Term - Retention Recognition from Leaders Recognition from peer to peer 13

14 Medium Term - Retention Training & Development Provide opportunities for career advancement in areas of high interest for staff and high need for MAHC. Creating the win/win. Formal clinical mentorship program implementation Workplace Culture Develop a plan to create a psychologically safe workplace. Link to Strategic HR Plan. Increase opportunities for people to socialize and volunteer outside of MAHC. 14

15 Long Term - Retention Workplace Culture Begin the journey of acting on the planned implementation of creating a mentally healthy workplace by implanting the 13 Canadian Standards of a psychologically healthy workplace. Training & Development Explore opportunities for partnering with learning institutions to bring BScN Program to Muskoka. 15

16 OUR PLAN 16

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18 THANK YOU! Questions? 18