1. AN ORGANIZATIONAL PERSPECTIVE ON RECRUITMENT AND RETENTION Kentucky Primary Care Association Conference March 30, 2011

2. Session Goals  Introduction –American Recovery and Reinvestment Act –Health Care Reform  Essential Concerns of Healthcare  Future Health Care Demands  Recruitment Case Scenario  Generation X and Millennial Workers  Recruiting Future Workers  Recruitment Tools  Retention Management

3. Introduction  American Recovery and Reinvestment Act (infusing millions of dollars in CHCs)  Affordable Care Act (Health Care Reform)  Community Health Center Trust Fund (Adding $11 billion)  The need for qualified, mission-driven primary care providers is a significant challenge

4. Introduction  Health care reform and workforce supply  Increase the quantity of different types of health care professionals  Increase the quality of pre and post-employment education and training

5. U. S. Dept. of Health & Human Services Statistics  $2.4 trillion spent on health care in 2008  Accounting for 17% of the economy  Projected growth over next decade – 6% Annually

6. Essential Concerns of Health Care  Significant Expense - Personnel  More Effective, More Efficient Health Care Workforce  Find Ways to Preserve and Enhance the Quality of Care and Services

7. Future Health Care Demands  Up to 19,500 primary care providers  14,400 nurses  Must reach 30 millions patients by 2015  Develop the capacity to serve 40 million patients by end of 2015  Current clinical workforce will need to double

8. Future Health Care Demands  What will the future demands for health care workers look like? –Physicians * –Nurse Practitioners –Physician Assistants –Certified Nurse Midwives –Dentists –Dental Hygienists –Behavioral Health Specialists

9. Developing a Quality Clinical Workforce  Hiring the right person for the right position for the right community  Quality staff  Quality service  Financial stability

10. Recruitment Case Scenario The Wright Health Care System is based on the idea that every citizen should have access to good health care. It is a one-tier public system with limited private-sector service (generally limited to some types of medical laboratories) The system is currently running into financial difficulties, this has resulted in constraints on resources, and to add to the existing challenges, there are not enough new doctors graduating from universities. Wright Health Care System is located in Martinsville, a small town located between two major cities. They are in search for a Primary Care Physician.

11. Discussion and Task  Identify potential barriers to recruiting a primary care physician  Discuss resources that may be used to develop a pool of candidates  Develop a recruiting strategy

12. Recruitment  Recruiting for the right talent and keeping good talent –Recruiting is costly –Turnover affects the performance of an organization –Difficult to recruit for future skilled workers  Recruitment practices strongly influence turnover  Realistic job overview during the recruiting process

13. Generation X Workers  Born between 1965 -1980  Grew up as latchkey kids – 40% from divorced families  Entrepreneurial and technologically savvy  Credited for the dot-com boom  Work to live, not live to work  Appreciate variety  Seek fulfillment in their work  Like a balanced lifestyle

14. Millennial Workers  Youngest generation entering the workforce  Sometimes called: –Gene Y –Gene Why –Gene I  Optimistic about their future and the world  Rely on the immediacy of technology  Menu driven society, cell phones, text messaging

15. Recruiting Future Workers  Diversity can improve your organization  Determine how much latitude you can provide without negatively impacting productivity  Alter your culture to experiment new ideas  Structural development program

16. Recruitment Tools Assess the Need  Determine the number of staff needed  Determine your service area  Calculate primary care provider supply  Calculate primary care demand  Define the type of provider(s) needed  Conduct a needs assessment

17. Identify & Address Potential Barriers To Recruitment  Non-competitive compensation package  Excessive on-call/after-hours coverage  Inadequate health center facility  Lack of sufficient staff  Limited technology  Turmoil in leadership  Poor public school system

18. Consider Outside Resources  Use health professional shortage information  National health service corps  State loan repayment programs  State Conrad 30 programs  Ready responders

19. Clinical & Business Communities Support  Medical Director  Dental Director  Director of Behavioral Health Services  Bankers  Educators  Chamber of Commerce  Civic/Service leaders

20. Form a Recruitment Team  Executive Director/CEO  Board Representative  Clinical Leadership  Chief Operating Officer  Human Resource  Hospital Representative  School District Representative

21. Define the Practice Opportunities  Size of facility  Age and condition of the facility  Technology available  Administrative and clinical support staff  Location of practice  Availability of specialty care  Relationship with public health department

22. Define the Practice Opportunities Cont’d  Dental services  Mental health or substance abuse counseling  Describe the community  Housing available  Availability of Federal Tort Claim Act (FTCA)  Describe the compensation package

23. Define Your Candidate  Who will be the candidate of choice  Professional and personal traits  Right person  Right position  Right community

24. Recruitment Budget  Promotion/publicity  Candidate screening  Site visit and personal interviews  Current personnel (time away from duty)

25. Screen Candidates  Telephone interviews  References  Credentials  Background checks  On-site visit

26. Search For and Generate a Pool of Candidates  Advertising  Recruitment firms  Residency Programs  Clinical schools  Staff  State medical/dental associations  Local/county medical/dental societies

27. Interview & Site Visit  Emphasize the positive aspects of practice  Make sure candidate is compatible  Preparation to respond to questions  One on one meeting with clinical staff  Tour the facility  Host lunch/dinner  Visit with community leaders

28. Retention Management  Strategic action to keep employees motivated  Key ingredient to retention management — Respect between employees and supervisors — Appropriate pay — Benefits and rewards — Recognition of performance excellence

29. Common Sense Approach to Retention  System and Policies Should Support Clinicians — Human Resources — Facility and Infrastructure — Organizational cultural — Technology (To include Electronic Medical Records)  Management based collaboration — Meaningful and Challenging Work — Commitment to Share Information — Participation in Decision-making

30. Common Sense Approach to Retention Cont’d  Competitive Compensation and Benefits — Keep Current With the Market — Support Long-term Retention — Consider Incentive Plans/deferred Comp. Plans — Regularly Scheduled Staff Meetings  Keep After Hours and Weekend On-call Reasonable  Adequate time and funding for CME/CE

31. Common Sense Approach to Retention Cont’d  Peer Interactions Outside of Community (Attendance at State and National CHC)  Sponsor Periodic Social Gatherings  Educate the Workforce About the Business  Offer Opportunity and Challenge With Specific Deliverables.  Set Clear and High Expectation  Provide Immediate Feedback  Consider Flexible Hours

32. Questions

33. P.O. Box 901862 Kansas City, Missouri 64190 www.hatchesconsulting.com bhatches@hatchesconsulting.com 816-891-7293