Healthcare Workforce Planning

1. Healthcare Workforce Planning HA255 Human Resources for Healthcare Management Seminar Two Talent Management Solutions

2. Human Resources in the Healthcare Industry • The Healthcare Industry is currently the largest employer in the U.S. with 13.6 million jobs • Healthcare is likely to remain the nation’s largest employer and may even extend its lead • Seven of the 20 fastest growing occupations in the country are in healthcare • The healthcare labor market will grow by a rate of 49% over the next five years

3. Human Resources in the Healthcare Industry • 31 percent of healthcare expenditures in the U.S. go for administrative costs • A large part of the solution in improving healthcare in the U.S. lies in managing the talent that drives the system and also accounts for most of its costs

4. Talent Management Challenges in Healthcare • New graduates are insufficient to meet growing demand in the healthcare sector (RN, LPN, PharmD, RPh, Allied) • Experienced nurses, mostly middle-aged women, are leaving the profession at an alarming pace • An aging population and its greater healthcare needs will inevitably collide with an aging healthcare workforce • preventable only if healthcare organizations put plans and solutions in place starting now • Current dependence on contractors • Better talent management practices will result in a more efficient use of existing staff and reduce this dependence

5. Talent Management Realities • Outdated processes can overwhelm HR staff (and hiring managers) when they need to quickly identify the best candidates • HR may be overlooking qualified talent within their own organization that might be available to fill important roles if they only knew about them. • Resignation should not be, yet most often is, the trigger for a succession planning event.

6. Talent Management Responses forHealthcare • Equip supervisors and managers in talent management skills so that they are better at motivating, coaching and developing the talent that reports to them • Improve retention through employee engagement, career development, mentoring - pairing new employees with a mentor • Develop critical employees for future positions college th tuition reimbursement programs, training, on-the-job training, team projects and stretch assignments, coaching, mentoring and action learning - learning while working on real business challenges

7. Workforce Scenarios in the Next Decade * * Healthcare Financial Management Association (HFMA), Healthcare Finance Outlook 2009 °sponsored by Siemens, March 2009

8. Why People Leave* * Watson Wyatt & ASHHRA, 2008/9 Work Attitudes Research

9. Business Challenges: 2009 & Beyond • Financial Pressures • Competitive Threats • Declining Margins • Limited Supply of Talent • Major Regulatory Changes

10. Business Opportunities: 2009 & Beyond • Economic Stimulus • Aging Population • Technological Innovations • Healthcare Reform • Work-Life Balance

11. Overview of Healthcare Planning Methodologies • Five basic strategies are used in workforce planning: • Population-based Estimating • Benchmarking • Needs-based Assessment • Demand-based Assessment • Training Output Estimating

12. Challenges & Difficulties of Workforce Planning • Credible Analysis • Shortage or surplus of practitioners • Retrospective analyses • “how well we did”

13. Talent Management in Healthcare must: • Build and maintain a strong employer brand and cooperate to build a strong brand for the industry; • Practice strategic and ongoing workforce planning; • Create strategic recruitment plans and use all the tools at their disposal to attract talent; • Build effective onboarding processes; • Create “great places to work” so that talent will remain with healthcare organizations; • Identify and develop leaders at all levels; choose and develop leaders for their talent management skills; • Communicate the plan of action to employees, and • Reward talent with strategic employee recognition.

14. Talent Management Strategy Outcomes* Impact of Talent Management: • Integrating talent management strategies and processes brings better financial performance (73% of respondents) • Focusing on competency development, on-the-job training and project-based learning leads to effective individual and team performance (66%) • Promoting mentoring, coaching, social networking and collaboration brings about knowledge sharing and high morale (61%) • Implementing succession planning and career development improves brand loyalty and quality of services (56%) • Measuring workforce performance outcomes increases retention of high performers (52%) * Based on Lawson/Human Capital Institute, Talent Management in the Healthcare Industry, May/09

15. Talent Management Transforms Healthcare Recruiting, Onboarding and Employee Performance Financial Impact of Talent Management on Recruitment and Retention: • Reduces staffing costs • Reduces staffing cycle times by 50-70% • Reduces vacancy rates by up to 50% • Reduces first-year turnover and overall turnover • Improves productivity

16. Performance Management for Healthcare • Builds employee career development, by identifying future career paths and the skill sets and certifications needed to attain them. • Integrates with recruiting, to provide a more complete picture of your organization’s staffing situation. • Grade and rank employees to create a course of action for those employees who need recognition, improvement or reassignment. • Job Benchmarking grades and ranks employees to enable you to build bonus programs and create a course of action for those employees who need improvement or reassignment. • Provides enough flexibility for organizational growth. • Prepares you for your initial JCAHO survey and other accreditation and inspection surveys.

17. Developing A Performance Management Strategy • A Performance Management Strategy provides a clear view of what is working at both the organizational and individual levels. • Performance management provides the ongoing processes and practices to maintain a stellar workforce. • Performance management requires leadership commitment and accountability, with strong senior leadership support, and integrated talent management systems and processes aligned to develop the right talent for the right work at the right time.