T.E.S.T. Retention Strategies with Reduction in Turnover: Talent, Excellence, Stakeholder Satisfaction, Trust

Transcription

1 T.E.S.T. Retention Strategies with Reduction in Turnover: Talent, Excellence, Stakeholder Satisfaction, Trust Presented by Meera Riner COO Nexion Health Management, Inc. To review how T.E.S.T. Retention strategies can be applied at the facility level to improve employee retention and reduce staff turnover. To understand how T.E.S.T. Retention strategies can assist facilities in attaining AHCA QI goals as well as impact facility operations Method of today s training is demonstrated via a Quality Symposium Gallery Walk Poster presentation completed by Nexion Health We will also explore P.U.R.P.O.S.E. driven mentoring and its effect on retention 1

2 ABSTRACT TITLE: Talent, Excellence, Stakeholder Satisfaction, Trust BACKGROUND: Nexion Affiliates are focused on meeting and exceeding the Quality Initiatives as set forth by AHCA. Organizational success impacted by staff stability was a priority quality initiative for our affiliates. All Texas Nexion affiliates turnover rates were obtained in October OBJECTIVE: To reduce staff turnover by 20% over a 12 month cycle in 25% of our Texas affiliates. Excellence Talent Trust Stakeholder Satisfaction Outcomes: Goals Met! We measured reduction in turnover in a 12 month period 10/1/14 through 10/31/15 with a goal to have 25% of our Texas Affiliates achieve a reduction in staff turnover by 20%. Facilities recognized for achievement: Allenbrook Healthcare Center Cross Timbers Rehabilitation & Healthcare Center Green Acres of Center Green Valley Healthcare & Rehabilitation Center Midwestern Healthcare Center Ridgecrest Healthcare & Rehabilitation Center 2

3 Target Group Affected: The stakeholders directly impacted were RNs/LPNs/LVNs/CNAs through the retention strategies implored and achieved. Indirectly other stakeholders were affected and benefited from this initiative including but not limited to: residents; other staff and team members; referral sources and families. The benefits of strong clinical staff retention is evidenced by satisfied stakeholders and reduced expense related to recruiting and lack of census. We see this as the T.E.S.T. Retention Strategies: Talented Staff; Excellence in Care and Services; Stakeholder Satisfaction, and ultimately; Trust among Stakeholders. Tools Enlisted: PIPs, RCA, Deployment, Satisfaction Surveys, Employee Recognition, Education and Training Additional Resources: Human resources were required to execute program equated to staff time above routine duties. Special project/special Recognition dollars. Staff Involved: Affiliate's Administrative staff, clinical and non clinical line staff, Regional Support team members, Residents, families, Medical Directors Methods: Data analytics-not new but became routinely utilized and integrated to the day to day routines 3

4 Steps to Create Change: 1. Each Nexion Affiliate was approached concerning their turnover statistics in October of The AHCA Quality Initiative for staff stability was discussed. 3. The benefits and importance of staff retention and reduced turnover were explained to achieve early buy in by each affiliate. 4. Each affiliate designed a QAPI plan with the assistance of the QIO TMF. 5. The basics of root cause analysis were taught and utilized to determine the causes for turnover. Steps to Create Change: 6. A Performance Improvement Team for retention strategies was developed under the T.E.S.T Retention Strategy concept but giving each affiliate the freedom to individualize their plan of corrections to meet their specific challenges. 7. Monthly data tracking and evaluations were conducted to "check in" with the affiliates by Regional Support Team Members to ensure progress or problem solving. 8. Performance Improvement Plans that showed promise for improving retention and reducing turnover were practiced and adjusted until perfected for each affiliate. 9. Strategies that proved repeatedly to be affective were adopted into the affiliates orientation processes and philosophy for day to day operations. 4

5 Challenges: As with all initiatives, some affiliates with stronger leadership and early adopters were more successful sooner. Others needed more opportunities to get organized and committed to the process. LTC being an unpredictable environment also impacts reasons for turnover and out ability to retain or reduce or maintain desired turnover rates. Market challenges for staffing Competition for wages Leadership Adaptation and willingness to change Key Factors for Success Oversight with "check ins. Focusing on the early adapters and low hanging fruit opportunities. Strong leadership. Structure provided to work the initiative. Sustaining Success Monitoring of turnover and retention rates will continue. "Check Ins" will continue. Early successes will be used to support other affiliates in achieving their goals. It will remain a corporate focus thus a commitment to the affiliates to improve and/or maintain. Affects on Business Outcomes Improved stakeholder satisfaction. Clinically strong teams with positive work cultures. Decrease expense related to turnover. Greater understanding of QAPI. 5

6 Administrator Retention: 93.10% Director of Nursing Retention: 84.38% 10 of 11 Nexion Louisiana facilities have all earned AHCA Trophies for achievement in staff stability. 6

7 Today s Objectives are to define and learn: Why is Mentoring Important? What is Purpose Driven Mentoring? How do we determine the Purpose that drives those we mentor? How do we design a Purpose driven mentoring program? How do we sustain a Purpose driven mentoring program? 7

8 Why is mentoring important? Even the most talented and skilled professional has a learning curve If we assume our employees know everything they/we will never grow Sometimes what we hire someone for is just the starting point We can tap into other talents that may move their seat on the bus Mentoring means you are invested in their career not just glad they work for you Mentoring empowers the professional as they grow in skills and learning their management style Delia Cole Story LBSW to Administrator What is Purpose Driven Mentoring? To unlock a professional s full potential you must spend time Learning about them Figuring out what motivates them Understand their full realm of gifts and talents Agreeing on what the common Purpose is that benefits both the professional and the company-creating a win-win work environment 8

9 How do we determine the Purpose that drives those we mentor? First we should share our company s mission Second we should ask the professional where they see themselves contributing to our company s mission Third we should ask where they may need help to grow Fourth we should ask what their long term goals are professionally AND personally Without balance between professional and personal life no one can reach their full potential, great employees burn out and companies fail to reach their full potential Without meaningful, passionate goals one simply works for a living How do we design a Purpose driven mentoring program? Once you answer the questions on the previous slide you can make a game plan The game plan should be/include Mutually agreed upon Be challenging to both the professional and the employer to grow and confidently perform outside their comfort zone Revisited, revised through open communication process Allow for reasonable flexibility-none of us are perfect and we are all human beings ALWAYS, ALWAYS capitalize on failures as opportunities to do and be better next time 9

10 How do we sustain a Purpose driven mentoring program? If we agree to hold each other accountable to the process then the professional or the employer can call each other out on lack of focus or commitment If we stay true to the defined mutual purpose and the professional s talents and gifts are being used the benefits can be seen in the company s results Breaks from, balance of and a commitment to re-evaluating the mentoring process will keep it fresh and current and effective When the talents of the professional grow to the point of out performing the current position commit to advancing/promoting where and when possible to create new/fresh challenges -Ryan Richard story RN/DON to Admin P. - Purpose must be mutual and defined U. - Understand your professional s strengths and weaknesses R. - Remember we are all humans and are not perfect P. - Practice your Game Plan O. - Observe and re-evaluate frequently S. - Secure balance to avoid burn out E. - Elevate or promote when talents exceed current position 10

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