In the competitive world of healthcare recruitment, it seems prospective employees can’t lose, but hospitals often do. This home buying gimmick may get employees hired, but when time runs out, what will keep these incentive hunting employees from turning in their badges in a quest for the next “too good to pass up” deal?
As hospitals tussle for the best possible employees in new and interesting ways, recruitment and retention have become hot topics on the tip of every human resource manager’s tongue. And though creatively recruiting top talent is something that deservedly takes a lot of time and resources, employee retention efforts sometimes get lost in the bedpan shuffle. Instead of being two separate entities, recruitment and retention should go together like a patient’s call button and the remote control.
Studies show that a staggering one in five healthcare professionals quit their jobs every year. If your hospital has 1,000 employees, it’s likely that 200 of them are headed out of your revolving door next year. Imagine any industry losing 20% of their workers each and every year. The amount of time, staff and expense that would need to go into continual recruitment and training makes high turnover a problem to avoid like urinary catheter infections. But how do you ensure that the employees you hire are a good match and are in it for the long haul?
Retention conversations are critical and should begin from the moment an employee is hired and continue until they turn in their employee parking pass. With exceptional retention rates, there is a diminishing need for recruitment. Patients win with seasoned healthcare workers at their side, employers win with savings in training and recruitment. Employees are more engaged, satisfaction is higher, and that pride extends to patient care. And don’t even get me talking about what it will do for your HCAHPS scores.
You want your new hire to fall in love at first sight and stay deeply connected to the organization. But how? Initial impressions are key. Treating employees well in the pivotal early stages of employment has a huge impact on retention. How often have you heard of someone quitting a new job just weeks or months into it? “It just isn’t what I thought it would be.” We all want to feel confident and competent when we start a new position. Does your hospital have an orientation or on-boarding process? Is there a system in place for departments or units to welcome and support new co-workers? And how do you incorporate your mission, vision and values each and every day into all new hires, while keeping it fresh and relevant for existing employees?
Begin by empowering your staff to be their very best, at all times, by giving them the tools they need to succeed. Does your hospital have a training or career development system in place? Doing so can not only ensure that your staff grows with your organization, but helps your employees stay marketable in their industry, and, increases job satisfaction and loyalty. If your employees are getting what they need from you, then why would they stray? Did you know it costs $50K to recruit and train a new nurse, and replacing an experienced critical care nurse can cost as much as $120K?
Like a fine wine, employees appreciate over time. The longer your staff stays with you, the more familiar they are with their co-workers, the hospital, the systems and the work culture – and the more money the hospital saves. There is huge value in not having to replace or re-train healthcare employees.
Though pay and benefits such as insurance and vacation/sick days are important to employees, a survey by Glassdoor indicates that 66% of healthcare workers are likely to accept less money to work at a company or hospital with a great work culture, and 56% would rather work at a hospital that values helping people about all else. Money doesn’t always talk. But your work culture scores do. Loudly.
Effective communication and consistent, constructive feedback are crucial components that ensure your staff remains loyal. Regular evaluations let employees know where their performance is excelling, and where they might be lacking some tender, loving care. Everyone wins when there is a system in place to be evaluated and improve performance. Neglecting positive reinforcement and not having time for constructive criticism means a hospital has a lot of employees doing their jobs with no idea how effective they are, or worse, how effective they aren’t.
Employees like to feel needed, and part of that is knowing that they are making a difference. Healthcare workers can give and give, yet often aren’t able to see an end result of their care. Their patient gets moved to another unit, or they get discharged, and due to HIPAA, there’s no closure, no tangible happy ending. Videos that show patient or physician stories, hospital blogs, and newsletters that highlight patients and staff can all reinforce to employees that they are more than just their jobs. Concrete examples of workplace culture give an often emotional pay-out on how their hospital, and the individuals in it, impact patients and their families. Relationships are important. Employees need to clearly see their place in the sun so they can take root and grow with your hospital.
For the past six years, Contrast Creative has worked with Duke University Hospital to produce an employee-engagement event. The All Staff Program gives the employees a chance to hear powerful messages from leadership, including specific and heartwarming examples where employees have contributed to the hospital’s mission, vision and values.
The All-Staff Program affords every staff member, from food services to neurosurgeons, the opportunity to watch stories about patients while learning about key hospital relationships that impacted the patients and their families. The idea is connect the head to the heart so that each and every employee will see and feel their value, and the positive influence of their interactions along the path of a patient’s stay. And guess what? it has a tangible effect on employee work culture scores.
It goes without saying that your current employees are your biggest brand ambassadors. If your staff members are happy, productive and engaged, they will want to recommend your hospital as a great place to work for their talented friends, family and former co-workers. Engaged and prideful employees will help you attract – and in turn, retain – future employees. Have you ever worked at a place where turn-over was high? It can be contagious. As people leave there is a quantitative, cultural impact on the current staff. Discontentment and attrition are extremely infectious, as are pride and engagement. Which do you want your employees to catch?