Healthcare Talent Strategies

Healthcare Talent Strategies

Cultivating a Resilient Workforce During Rapid Growth Piedmont Healthcare

About Piedmont Georgia health system serving 6.29 million residents 70% of state pop. Areas of clinical expertise include: cancer, heart, neuroscience, transplant and women s services 10 hospitals (soon 11) 20K employees Rapid growth since 2015 Newton ( 15), Athens ( 16), QuickCare at Walgreens ( 17), Rockdale ( 17), Columbus Regional (March 1), Clearview Medical Center (April 1) Clinical hub model enables patients to receive care close to home Atlanta Clinical Hub Athens Clinical Hub Macon Clinical Hub Columbus Clinical Hub

More About Us Piedmont Clinic - clinically integrated network of nearly 1,800 employed and independent providers Piedmont Physicians Group - employed primary care physicians, specialists, & hospitalists in more than 70 offices throughout Georgia Piedmont Heart - integrated cardiovascular care delivery program/institute with more than 25 offices throughout metro Atlanta; providers employed by Piedmont Other Access Points Wellstreet Urgent Care Centers (20) Piedmont QuickCare at Walgreens (28) North Georgia Freestanding Emergency Department Named Top Workplace by the Atlanta Journal Constitution - 2016, 2017, 2018 2017 Bright Horizons Family Solutions LLC

Culture of Wellness Takes Root Wellness = resilience and is a differentiator we are building upon as a cornerstone of our rewards program Vision, purpose and business focus on health Employees directly responsible for caring for others, themselves and their families Wellness investments successfully cushioned and expedited change that could have taken years to absorb Employees view wellness offerings as a personal investment in them Growing momentum pushing wellness to next level

Wellness Strategy Dig deeper than engagement and learn more about employees and their needs Understand variances across generational lines, business units and career ladders Deliver the right rewards at the right time, with easy accessibility Cultivate a fulfilled, healthy (physically, emotionally, financially) and resilient workforce Engage employees to embrace and support organizational change as the new normal

What Do Employees Value? Piedmont engaged employees to help shape the future of their rewards package, and to enable the organization to more strategically invest limited budget dollars in rewards they want and value Conducted Total Rewards survey focusing on: Compensation Wellness & Work-Life Programs Incentive Structure Resources During Significant Organizational Growth & Change Training & Development Opportunities Included conjoint questions (trade offs) where employees rated value of a reward or package of rewards compared to another, and traditional questions where employees rated a list of various reward options in terms of preference or value

Headline Findings Employees rate the current value of total rewards at 69.7 (out of 100) Below Healthcare industry average of 76.0 All tested reductions have double-digit negative impacts to perceived value Range from -13.4 (merit increase) to -11.3 (medical deductibles) Value of Pay and Benefits Enhancing the merit increase (+9.5) and improving the 401(k) match (+6.8) have the highest positive impacts to perceived value Enhancements to workplace flexibility, HIA seed and deductibles may be low-risk/high-reward options

Top 10 Retention Motivators 1. Quality of the people co-workers 2. Balancing work and personal life 3. Competitive base salary 4. Pay raises linked to individual performance 5. Flexible work options 6. Quality of manager 7. Reputation of organization 8. Time off programs 9. Ability to make independent decisions 10. Learning and development opportunities Respondents with the highest performance ratings most often selected these three motivators

Flexible Arrangements Wish List 1. Telecommuting/remote work options (not offered as choice to Clinical/Nursing) 2. Four-day work week of 10-hour days 3. Three-day work week of 12-hour days 4. Opportunity to rotate/work at different facilities to maintain full work schedule 5. Seasonal schedule (not offered as choice to Non-Clinical) 6. Four, six, and/or eight-hour shift options 7. Reduced-hour/part-time work schedule with corresponding reduction in pay and benefits eligibility 8. Option to choose day, night or evening shifts 9. Other 10. Temporary assignments in another work area 11. Weekend only Preferred by Clinical/Nursing

How We re Building Resilience Employee-Centric Model Meets Them Where they Are Renewed focus on employee experience across entire life cycle Continual assessment of where we are and where we need to be Caring for employees by investing in rewards they value, eliminating scarcely used programs Providing mobile platform so programs can be easily accessed anywhere, anytime, from the palm of their hand Prioritizing design simplicity, creating order Offering flexibility to meet unique and changing needs of diverse workforce Empowering employees to make well informed decisions Alleviating common sources of frustration and stress so employees are better equipped to support organizational change

Current Portfolio Foster physical, financial, emotional health Make Life Better Support the Journey Health benefits Healthy Incentive Account Competitive pay and incentive rewards for all employees Time away Bright Horizons EdAssist Bright Horizons Back Up Care, College Coach, Priority Access, Care Advantage Entity wellness teams Physical activity challenges Team Lavender Employee health challenges Population Health Fitness centers Wellness education Free webinars Newsletters 401(k) Flexible spending accounts Employee assistance program and Sharing Club Employee discount program Recognition and service awards New Parent Resources Diabetes prevention Farmer s markets Retirement planning Smoking Cessation Disease prevention Weight management Georgia Commute Health Coach on Call Recipes Get Your Move On community Wellness Wins

Where We re Heading: Intelligent Personalization Engine Gathers data in real-time and builds personalized user profile that evolves over time User Preferences User Behaviors Data Partners Claims Employer Program Behavior Care Option Predictive Content Incentives Reaches out with best channel for the message; engages each employee with personalized campaigns 2017 Bright Horizons Family Solutions LLC

2017 Bright Horizons Family Solutions LLC Questions & Answers

The Future of Healthcare Talent Development Gerard Camacho, Director of Career Development Parkland Health & Hospital System

Solution Data Need Who We Are Future of Development

Who We Are 1.47 Number of patients (in millions) seen per year 12,500 Number of employees

Who We Are 50/80 30 Percentage of physicians and nurses in North Texas trained at Parkland Number of professional training programs

Community and Healthcare Sector Challenges 7.1K 11% 1,000 Healthcare job vacancies in region Growth in healthcare sector by 2022 Frontline needed at Parkland for 2018

Community and Healthcare Sector Challenges 19% 93K 22% of families earning less than $19,500 (poverty level) Earn less than $30K In DFW no jobreadiness skills

Attrition Numbers Total Employee Pop Attrition Retirement Attrition 13% 17% 70%

Traditional recruiting and development programs are not enough New Pipeline and Metrics Model Need Pipeline Build from Underserved Areas Recruit and Grow Talent Strategically Align Development Programs

Understanding the Engagement Process New Hire Cultural Assimilation Onboarding Sense of Belonging Career Development Career Progression

The Solution

Strategic Plan for Development Practices Driven by Analytics and Standards Vision To standardize practices geared to prepare and engage future healthcare professionals by developing participants through a comprehensive, replicable model to impact engagement outcomes.

Strategic Plan for Development Practices Driven by Analytics and Standards Strategy 1 Implement engagement, advancement, and public recognition activities within their institutions to improve job quality of the PCT position and create interventions that lead to an increase in job retention, career advancement, and a reduction in turnover and vacancy rates.

Strategic Plan for Development Practices Driven by Analytics and Standards Strategy 2 Facilitate consistent learning exchanges among local employers so to share resources, solicit feedback, and learn how to replicate promising practices.

Strategic Plan for Development Practices Driven by Analytics and Standards Strategy 3 Produce a set of case studies that capture job quality and career advancement practices to encourage scaling and replication

The Data

PCAs Total PCA population

PCAs PCAs < 1 Year

PCAs PCAs = or < 2 Years

So Where Do We Start? Data driven understanding of the Employee Experience and Antecedents of Engagement

Focus Groups Conducted in 2017 Three focus groups 24 participants from three area hospitals: Parkland Methodist UT Southwestern Parkland Methodist UTSW

Focus Group Themes Value Opportunities for Education and Training Career Pathing and Advancement Financial Instability Recognition Opportunity to provide feedback

The Future of Development

Focusing on Development and Recognition Culture Based Onboarding Recognition Programs Sense of Belonging and Values Career Development and Job Readiness Mentoring and Coaching Career Progression Framework Learning and Development Social Programs Job Landing Earn New Mid-Level Livable Wage Job Normalization Financial Literacy

New Model of Pipeline Build Programs and Metrics Create a steady build of mid-skills healthcare professionals by identifying and promoting educational opportunities Rise to Success workforce development, Patient Care Assistant training, GED Build a comprehensive workforce data analytics program

Why is this important? Parkland reimburses tuition to 3,000 employees each year

Create a steady build of mid-skills healthcare professionals by identifying and promoting educational opportunities Traditional programs retain only 37% of those employees

Rise to Success workforce development, Patient Care Assistant training, GED Data based programs retain 90% of Participants

Build a comprehensive workforce data analytics program The forecast model predicted the exact number of departures over the first 5 months, although generally a month before or after they occurred. 3 5 7 4 3 3 7 7 6 6 6 7 4 5 3 5 3 3 1 3 4 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 Positions Forecast 7 3 4 3 3 5 3 5 3 6 6 6 7 3 4 Terms/Transfers Out 3 7 4 5 1 7

Next Steps Predictive analytics allows for organizations to create just in time pipeline needs Targeted development increases retention by almost 200% Capturing attrition rates and onboarding as a time and attendance expense allows to convert cost of attrition to real costs

Next Steps From One to Many Medical Laboratory Technology Social Work Nursing (Associate Degree) PCAs Respiratory Care Program Radiologic Sciences Records Tech

Evidence as a Promising Practice (Replicability) Every program component becomes a common practice Evidenced based model and curricula can be replicated by industry partners

Key Learnings & Takeaways