Randall Wilson Jobs for the Future/National Fund for Workforce Solutions Baltimore, MD November 9, 2011

1. Randall Wilson Jobs for the Future/National Fund for Workforce Solutions Baltimore, MD November 9, 2011

2. Thanks . . . • The Joyce Foundation • Investors in the National Fund for Workforce Solutions • Jobs for the Future & NFWS • Hospital Leadership of CareerSTAT

3. fjsfjlfj AGENDA: • Why We Wrote This Guide • What Hospitals are Investing In • Why Hospitals are Investing • How Do We Know It’s Working? • Where Do We Go From Here?

4. Why We Wrote This Guide • Document how leading hospitals are investing in the frontline workforce • Document how leaders are making the case for investing • Initiate dialogue about using metrics • Create an organizing tool for making the case to wider audiences

5. How We Wrote This Guide • Bottom up – developed questions and designed research with employers • Interviewed over 20 hospital leaders • Consulted current literature • Revised with employer feedback • Using this meeting to revise further

6. Why Metrics Matter Now • Developing the frontline is not a luxury • Tough times require more than good stories • New models of care demand new measures of value • Help in taking good practice to scale

7. What Hospitals are Investing In • Making the workplace learning-friendly • A new kind of “teaching hospital” • Making the learning place work (and employer)-friendly • Creating supporting structures • Leveraging outside resources

8. Investing in Effective Practices • Enhanced training and job preparation • Career advancement • Educational supports • Community partnerships • Reorganizing work and HR policies

9. Why Hospitals are Investing: • Addressing HR or labor market challenges • Building employee morale or motivation • Improving performance • Aligning practice with the organization’s mission and values

10. A Addressing HR and Labor Market Challenges Improving retention, filling vacancies Building a pipeline for higher skilled jobs Supporting new business lines Metrics: turnover and vacancy rates; temporary agency usage and expenses; recruitment costs

11. Em Building Employee Morale and Motivation • Empowering with knowledge – “know why,” not just “know how” • Breaking down hierarchies, building teams • Being an employer of choice Metrics: • Employee engagement, satisfaction • Attendance (absenteeism); turnover rates

12. Improving Staff Performance • Customer service and soft skills • Upgraded clinical standards • High productivity and quality improvement Metrics: • Error rates, readmission, patient satisfaction scores

13. Aligning Practice with Organizational Mission -- how can you not invest? • Creating opportunities for all staff • Supporting strong communities • Diverse staff = better care Metrics: • Portraits of individual progress; diversity by occupation; word-of-mouth recruitment

14. How Do We Know It’s Working? • Tracking student progress • Collecting HR metrics – “broad brush” • Measuring specific program impacts • Measuring return on investment (ROI)

15. Student Progress Metrics • Blake Medical Center (FL): level of participation, completion rate • BJC Health (MO): usage; retention in program, retention of information • BIDMC (MA): readiness for college-level courses (reading, math scores)

16. Collecting Metrics of Program Impact • Good Samaritan (MD): • Retention rate (increased to 87%) • Agency usage and costs down (LPNs, Resp Therapists) • Reduced recruitment expenditure • Employee satisfaction • Patient satisfaction

17. Measuring Return on Investment • Health Careers Collaborative (Cincinnati) • Used outside consultant • Studied Associates and Certificate Programs • Compared costs and benefits for hospitals • Compared turnover, absenteeism for participants and comparison group • Result: 12% return – powerful case during budget cuts

18. Challenges to Using Metrics • What do we value? (Deciding what to measure) • Compared to what? • Can we get the data? • Connecting the dots • Do we need ROI to make the case?

19. Where Do We Go From Here? • Reality-check this Guide, add your own metrics • Create common measures and tools across systems and regions, share costs • Start learning networks to share practices and metrics; promotions and awards • Move policy (fed, state, professional associations) with evidence

20. QUESTIONS?

21. Fred Dedrick • fdedrick@jff.org RANDALL WILSONRANDALL WILSONrwilson@jff.org TEL 617.728.4446 FAX 617.728.4857 info@jff.org 88 Broad Street, 8th Floor, Boston, MA 02110 2000 Pennsylvania Avenue, NW, Suite 5300, Washington, DC 20006 WWW.JFF.ORG nfwsolutions.org