Bernard Hodes Group | Publications | Talent Matters

RAMP UP RETENTION EFFORTS

by Kate Christmas, RN, VP
Bernard Hodes Group

One of the most frequent questions our team receives is “What is new in retention?”
Health care organizations are paying closer attention to employee retention strategies, and with good reason. Primary among them is the realization that the revolving door is costing organizations millions each year. In addition, there are many shortages within both nursing and allied health professions. And, the Bureau of Labor Statistics predicts a deepening dearth of personnel right across the U.S. workforce as 77 million Baby Boomers retire.

It makes good sense to hire with a view toward long-term retention. And although retention strategies do not come cheap, their cost pales in comparison to what it costs to hire and orient new employees – not to mention the costs to use temporary staff and the time lost as recruitment progresses.

Retention begins with such basics as knowing your corporate culture and hiring for that culture as well as for attitude and competency. Add in a good orientation and onboarding structure, competitive pay and benefits to complete basic retention 101. Kicking it up a notch requires more unusual strategies such as onsite concierge programs and innovative perks to liven up retention programs.

Most health care organizations offer competitive pay and wonderful benefits, so standing out requires some strategic thinking.

More companies are offering a retention bonus, and although money is always a good incentive, megabucks alone will not retain people over the long haul if the culture and environment are toxic.

When considering what might create better retention in your organization, consider the impact the fast-paced; high-pressure work environment has on the workforce. Use this information to seek out retention strategies that either provide a respite from the pressure of the workplace or that create a convenience for the employee.

Respite strategies make good sense on several levels. In addition to retention, good respite strategies may lower workers compensation or health benefit claims for stress, illness or injury. Convenience strategies make the employee feel special, noticed and/or cared about.

Respite Strategies
One enterprising health care organization contracted with a local massage therapy program and offered a place for their students to practice their skills, as is required for them to complete the course and to obtain certification. They designated a small room within the hospital as the massage area, and purchased a massage table. This benefit was offered to staff members. They were encouraged to sign up for a free half hour or hour massage. Since most massages begin at about $60, this created a significant savings for their employees and an opportunity to relax at the end or beginning of a shift, or on a day off.

Another company developed a quiet room where Critical Care RNs could be close to their worksite, but out of the melee. They installed a sound system with soothing music, purchased massage chairs and offered green tea and fruit snacks.

One health care organization routinely brings food into the ED when things are so busy that nurses cannot leave the department to get a meal or a break. Some Emergency Departments are beefing up security forces to make staff feel safer at work.

Many health systems have implemented lift teams or lift policies as a way to attract and retain nurses and as a tip of the hat to the aging workforce. Implementation of more labor saving strategies needs to be considered, and job descriptions must change if we are to retain the older worker.

Convenience Strategies
A Texas health care organization implemented a concierge benefit for every employee (and physician) that included services as esoteric as recommendations for and purchasing of gifts to the largely overlooked basics like picking up dry cleaning, walking the dog, or waiting at your home for the plumber or the cable guy. The CEO contracted with a third party company to manage the service. He believes the expense of the program is mitigated through many hours of increased productive employee time, as the employees do not have to miss time or worry about things that would normally be a hassle. A bonus is their ongoing satisfaction at having such a robust service that is free and easy to use.

Another company that has been very successful in creating unusual retention efforts sits here in my Raleigh, NC backyard. It is one of the largest privately held software companies in the world. 2006 marks their 30th anniversary, as well as 29 straight years of increased profitability. Treating employees well has also paid off for the company in another way. They have retained customers for an impressive number of years, despite growth and increased competition within the software industry.

Their retention numbers are impressive – less than 4% turnover annually in an industry that commonly turns over as much as 25% of their workforce. They have landed on national “Best Places to Work” listings over the past several years. And, the perks they offer go far beyond competitive pay and a basic benefit package.

This company’s unique approach to retention comes from its’ co-founder and CEO, who has the refreshing philosophy that his employees are the company’s most important asset. His actions back up his philosophy. Many of his retention ideas grew from personal experience as a programmer for a Fortune 500 company. He was struck with the rigidity of the work environment, and by how little respect employees received. This was evidenced from their being expected to perform creative work in small, noisy cubicles and the fact that they had to pay for every cup of coffee. He certainly did not feel valued in this organization.

In the organization he created, benefits that contribute to work/life balance are outstanding. For a start, they include two onsite childcare centers that offer Montessori education at tremendously discounted rates. What’s more, the company encourages and allows working parents to have their children close by. Children and spouses are invited to meet their company-employed family members for meals in the cafeteria, where the food is well prepared and a piano player creates a comfortable ambiance. Their approach to employee health care is also unique, including an onsite wellness center, with doctors, nurses and physical therapists available to conduct office visits for employees and their dependants. They were also one of the first companies to cover clinical trials as part of their health care benefits package.

Over time, this company has metrics to prove that keeping these services on campus increases productivity by decreasing time away from work and by making visits timely and convenient for employees and their families.

Other employee advantages include an elder care information and referral program, an onsite recreation and fitness center, and little perks like free breakfast every Friday, free M&Ms on Wednesday and free fruit on Mondays to name a few. All break rooms in the organization are stocked with complimentary drinks and snacks.

What makes these benefits even more unique is that they are not a ploy to entice employees into working more hours. In fact, the company established a 35-hour workweek during its’ founding year, 1976, and supports employees routinely completing business within those 35 work hours. Schedules are flexible, and employees are encouraged to make their work lives fit with their families and their lifestyles.

The best part is that these benefits and perks apply to ALL employees from entry level to the top of the organization. And while it is true that during the late 80s there was tremendous competition for software engineers, it is impressive that this company implemented many of them from the very start. It is obvious that treating employees with care was ingrained within the organizational philosophy from the beginning. It is evident to these employees that they are important to the company.

Can you say the same about your company? In health care organizations, we are faced with a 24-hour workforce and patients that must receive care every minute of the day. Our patients are sicker, stay in the hospital for a shorter time and need more care than ever. Despite this, we could make the work environment much more pleasant.

Even the little things, such as providing an adequate break room (much less one with massage chairs and green tea) are distant dreams for many employers. However, to turn around the employee exodus, our health care organizations must start caring for their employees just as conscientiously as they care for patients.

Start by asking questions. If you are surveying your employees, you may already know the top three frustrations of your workforce. Do you have the resources and budget to turn around these issues? If not, you are probably losing staff as a result. It is often amazing how ‘little things’ (like parking or no hot food on night shift) can be deal breakers.

Could we be more flexible with schedules that allow shift workers to have the best quality of life? Many units and departments have peak hours of operation. Do you offer additional resources during those hours?

What about the 24-hour operation of your organization? Although employees work all shifts, are the majority of services available during all of those 24 hours? Resources such as continuing education, sources of help or information, dedicated preceptors and, yes, even hot food on night shift. Annual recognition events are wonderful, but true retention happens day-to-day, minute-by-minute.

Innovations in medical and surgical care are numerous, with breakthroughs almost daily. We must be equally diligent in creating unique, even customized approaches to retention of the workforce that are viewed positively by the employees for which they are intended. And they must be solutions for the long-term, and not cut back or deleted at the first sign of red ink. Success in creating true retention is not easy or inexpensive, but it is integral to the future of our organizations, and can pay off in big ways.

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RAMP UP RETENTION EFFORTS