Tennessee Primary Care Association HR Boot Camp ~ October 4 th, 2017 Presented by: Ann Hogan, M.Ed., SPHR, SHRM SCP No Discrimination Needs and Wants Candidate Sourcing Interview Process Selection Process 1
No Discrimination Employment Laws Make sure your processes align with the Employment Laws All interviewers are aware of laws and policies Never assume that interviewers know what to ask or how to ask Have a interview guide available Employment Laws Title VII of the Civil Rights Act of 1964 Race Color Religion National Origin Sex The Pregnancy Discrimination Act of 1978 2
Employment Laws Continued The Age Discrimination Act of 1967 Title 1 of the Americans with Disabilities Act of 1990 The Genetic Information Non Discrimination Act of 2008 Lilly Ledbetter Fair Pay Act Family Medical Leave Act State and/or Local Laws these may take precedence over Federal Laws What does the position require? Physical Demands Education Skills Decision Making Knowledge Roles Abilities 3
What do you want and need? Friendly Analytic Outgoing Problem Solver Detailed Candidate Sourcing Network Online Presence Career Fairs Events Current and Alumni Employees Websites Community Members 4
Candidate Sourcing Social Media Active verses Passive Recruitment Active Recruiting: People actively seeking out a new position or organization They account for 25% of the workforce Passive Recruiting: People not actively seeking a new position or organization but may be willing to explore a new opportunity if the right opportunity comes along theory They account for 75% of the workforce and it is higher for physicians 5
Sample FB Ad Look Inside Current Staff Everyone looks outside to recruit You have recruiters in place currently many of them Bonus for recruiting People like to work with individuals they already know and trust Staff testimonials 6
Interview Process Know what the duties are that are required What is the personality required Plan the interview Phone and onsite Structure interview to address those duties Interview Process (cont.) Behavioral interviewing Take notes Be fair and consistent Be informal 7
Interview Style Structure the interview yet with a creative flair Team Interviews Welcome the candidate Tour the clinic Interview Interactions Let them interact with people as they tour Let them ask questions Ask them what they know about the organization Ask them what they would contribute to the organization 8
Application Process Online advertising Importance of word of mouth What does it look like when someone completes an application to your organization? Is it easy or painful? Are you mobile ready? What does it look like once they join the organization? Post Interview Follow up with every applicant Be timely Communication is a must 9
Selection Process How is the selection going to be determined Rate each applicant based upon the same criteria Conduct second interviews or screen initially by phone if needed Be timely and get back to everyone Personality vs. technical skills Customer Service and Engagement 10
How to engage employees Engaging Employees Let them in on what is happening in the organization Let them feel included in decision making Let them know your expectations 11
Engaging Employees Do you have a Customer Service Plan or Policy in place? Do you have values and a vision for how to treat customers? Do you allow employees to make decisions when it comes to the customer? Measure Engagement 12
What does an Engaged Team look like? Emotional Commitment Organization Goals Engagement Engaged Team Importance Reputation Satisfaction Enjoyment Stability Identity 13
Engaging Staff: A Review Who do you need on the bus? How do you get people on or off? Now how do you go about engaging them? Have a plan Strategic Planning Outlines a plan for next 5 7 years Articulates your vision Continually needs to be revisited Sets your goals which define your objectives 14
Strategic Planning Conduct Environmental Scan Obtain Patient Inputs Surveys Obtain Employee Inputs Surveys Obtain what competitors are doing Human Resource Metrics Time to Fill Benchmarking against others Turnover Costs Training or ramp up costs Cost Per Hire 15
Human Resources Metrics Heart rate Blood pressure Cholesterol levels Human Resources Metrics Data Evaluation Action 16
What does it mean? What can be done about it? Turnover Do you know why people leave? Collecting the data What does it mean? Why do people stay? Tenure How do you keep people? Collecting the data 17
Collect What? Turnover Tenure Cost of Hire Time to Fill Benefit Costs Workers Comp Absence Rate Employee Satisfaction Cost of Turnover SWOT Identify an organization s strengths and weaknesses when it comes to our most valuable resource PEOPLE! It identifies how to enhance those strengths and quickly respond and improve weaknesses. 18
SWOT Strengths Weaknesses Opportunities Threats Retention Train Managers Invest in Staff Recognize People Hire only the Best Give People the Tools they Need Make the Job Better Stay True to Your Mission 19
Conduct Stay Interviews A Stay Interview is a conversation between an employee and their manager or someone in a leadership position. They are conducted one on one and with someone who can be objective and can truly listen to what the employee is saying. Sample Stay Interview Questions What is the best thing about coming to work here each day? What tools can we provide you to do your job more efficiently? What makes for a great day at work? 20
Questions Thank You! Ann Hogan, M.Ed., SPHR, SHRM SCP ann@annhoganconsulting.com 303 916 6439 2017 Ann Hogan Consulting, LLC 21