How Predictive Analytics and Proactive Recruiting Can Help Improve Retention

Transcription

1 How Predictive Analytics and Proactive Recruiting Can Help Improve Retention David Murdock, Managing Director Rhonda Magee, Consultant Novia Strategies, Inc.

2 Agenda Session objectives RN staffing challenges Recruiting dilemma Role of the productivity team Barriers to proactive recruiting Lessons learned Epilogue 2

3 Session Objectives 1. Discuss how predictive analytics can benefit the recruiting process and positively impact retention rates 2. Identify critical data elements in a proactive recruiting model and the key change management activities necessary for successful implementation 3. Begin making the case for applying predictive analytics within your own organization s recruiting efforts If you don't know where you're going, you'll end up someplace else. Yogi Berra 3

4 RN Staffing Challenges at Recent Clients years 4% 30% 20% 10% 0% years 4% years 7% years 16% 5-10 years 25% Source: HRIS as of 1/24/2016 Length of Service of RNs > 30 years 2% < 3 years 31% 3-5 years 11% Employee Turnover by Entity Hosp 1 Hosp 2 Hosp 3 Retention starts from the application process to screening applicants to choosing who to interview. It starts with identifying what aspects of culture and strategy you want to emphasize, and then seeking those out in your candidates. IT CEO with 97% retention rate FYE 6/13 FYE 6/14 7/14-10/14 4

5 Time to Fill for Bedside RNs Bedside RN Time to Fill Bedside RN Time to Unit Days 60 Days OR RN CC RN L&D RN PCU RN ER RN M/S RN 0 OR RN CC RN L&D RN PCU RN ER RN M/S RN Time to Fill Time to Fill with Orientation 2016 National Healthcare Retention & RN Staffing Report, NSI Nursing Solutions, INC. 5

6 Need arises Traditional RN Recruiting Tendency is to rush these processes to fill the gap sooner Need filled Position becomes vacant/ position created Position requisition approval process Recruiting begins Candidate sourcing & identification Onboarding Orientation & Training Competence Evidence shows that these processes when effective can increase retention for nurses 6

7 Position requisition approval process 7

8 Standard recruiting processes require disruption to enable predictive analytic driven recruiting 8

9 Proactive Recruiting Process Need predicted Need arises Need filled Positions Released per Schedule Recruiting begins Candidate sourcing & identification Onboarding Orientation & Training Competence Increases the time to source and onboard right fit candidates 9

10 Why Productivity Measurement & Recruiting Intersect DATA Historical workload Payroll, Time and Attendance Labor Budget Agency and premium pay Work intensity expectations Position Control Budgeted positions Employee turnover INFORMATION EMPLOYEES Current Skill mix Schedules/FTE status Training and expertise Rewards & recognition Desired skill mix Schedules/FTE status Training and expertise Rewards & recognition EMPLOYEES 10

11 Excerpt from the proposal Project. One of those improvements was the development of a proactive recruiting model to improve the level of decision-making related to the timing of the recruiting and hiring processes for the nursing units at each of the three acute care facilities. The model developed will take into consideration the following critical factors: Historical patient census for each individual unit The specific skills sets required to fill nursing positions on the units in scope Historical and expected turnover for each unit in scope The training and orientation requirements necessary for both new hires and experienced nurses for each unit and for general [client] orientation 11

12 Elements of a Proactive Recruiting Model Recruiting Gaps Time to fill Candidate pipeline Staffing flexibility Budget Staff Expected Turnover Training timeline Position control / roster Staff Required Historical workload Staffing grids and plans Roles and job titles 12

13 Initial Design 13

14 PRM Data Requirement Granular historical workload that enables accurate prediction Typical Data Gaps Typical Gaps Workload (e.g. census) definitions and storage may not yield sufficient data Operational staffing grids Standardized roles and job titles Up-to-date position rosters Data to calculate FTE turnover Budget by skill mix (preferred) Positions available to hire (secondary) Recruiting data (pipeline and time to fill) Grids based on budget or only covering high volume workload/census points Job titles and job codes require mapping to a standard (e.g. RN1, RN, 5SRN all RNs) Rosters are not centrally maintained Turnover calculation uses standard methods and do not capture FTE leakage or transfers Budget process stops at total FTEs or total hours and does not get translated to roles Recruiting data is in another system (e.g. webbased third party) and requires a download 14

15 PRM Data Requirement Typical Process Gaps Typical Gaps Position requisition flexible enough to allow for proactively releasing high impact positions Position requisition process and system was designed on the premise of we have a justified need NOW Onboarding and training expectations standardized and consistent The training requirements and time to competency is more fluid or not always followed Consistent and timely inventory of available positions Float and flexible staffing policies documented and adhered to Seldom is a view of available positions, candidates in the pipeline, those being on-boarded and filled positions readily available Assumptions on resource demand often do not take into account the demand that will be met through: Flex up capacity (PRN and part-time) OT Agency 15

16 FTE Turnover Calculations Traditional Turnover Calculations Inpatient Unit Turnover Activity Traditional Novia PRM 2 terminations 1 replacement hire 1 full-time to part-time x 1 full-time to per diem 2 transfers x 1 per diem to full-time x Formula for Calculating Traditional Turnover Rate is sourced from the Small Business Chronicle Separated Employees/((Begin ning Employees+ Ending Employees)/2)= Turnover Rate Same activity different turnover 3/((70 employees employees)/2) Turnover Calculations Using Full Time Equivalents ((Beginning Position Control (PC) FTEs Ending PC FTEs)/Beginning PC FTEs) = FTE Turnover Rate (70 FTEs Beginning FTEs)/70 Beginning FTEs 4.4% 5.0% 16

17 Bonus Tool Position Control Cloud- Based Recruiting System Positions filled & available HRIS Employee Roster ENT DEPT NUM JC NUM DEPT NAME EE NAME EMP NUM EMP STATUS EMP WORK STATUS PRN LBS ADDTV RT JC DESC HIRE DATE PAY GRADE SHIFT FTE NOTES DATE POSTED REG NUM 17

18 Completed Model 18

19 Lessons Learned Even successful and thriving organizations can be missing core elements of labor management needed for PRM Centralized current employee rosters Operational staffing grids Success requires focused project management and coordination of various stakeholders (engage with appropriate timing) Remember that RN recruiters are busy Avoid new employee orientation weeks Keep meetings short and focused Bring design options versus a blank slate to meetings Gain technical resource friends in Decision Support/IT and HR (knowledgeable about data nuances) 19

20 Lessons Learned Check the math and re-check the math Workload frequency will impact formulas Annual staffing budget process may necessitate updates Determine the gaps in data availability and granularity early and revise the timeline to account for the gaps Treat the tool as you would a commercial product with product management considerations Design for expansion into other areas User requirement gathering techniques 20

21 Project Update Tool is being deployed to recruiters in September/October Side benefit is streamlining the position roster production for HR staff (from 1 day per hospital to 1-2 hours per hospital) This will have significant impact in the coming months. Recruiting manager 21

22 Questions David Murdock Managing Director Rhonda Magee Consultant

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