Are you running an Outcome-based Workforce?

Are you running an Outcome-based Workforce?

Outcome-based practices do not just apply to healthcare results; it also applies to workforce management. The 2 biggest workforce challenges in non-profit health and human services organizations is attracting and retaining good talent. Many organizations, particularly in behavioral health experience 20-40% turnover of their individual contributors (front-line / delivery staff).  These are the folks who are most influential in fulfilling an organizations mission. This turnover is highly disruptive to overall health of the organization.

As the economy improves and organizations adapt to legislative changes, many organizations are looking to hire more people, while at the same time voluntary separation rates are increasing, causing even more strain on the recruiting process.

How do we improve retention rates?

Many of you may be familiar with the Fortune “100 Great Best Companies to Work for” lists or the Non-Profit Times “Best Places to Work 2013” list.  Sadly, health and human services organizations are missing from the list. While many organizations in these lists have pizza parties, fussball tables, generous benefits and other “fun” components to their workplace, 2/3 of their score is based the employees trust in the management and the organization.  The other 1/3 of the score is based management perception of the culture.

A Model for Best Practices

The Great Place to Work® Model defines “a great workplace as one where employees trust the people they work for, have pride in the work they do, and enjoy the people they work with.”  The model defines relationships between employees and manager in five dimensions: credibility, respect, fairness, pride and camaraderie.

Trust and Engagement in the Workforce = Retention!!!

“Committed and engaged employees who trust their management perform 20% better and are 87% less likely to leave an organization, resulting in easier employee and management recruitment, decreased training costs and incalculable value in retained tenure equity.” –Great Place to Work

What is a Great Workplace?

“A great place to work is one in which you trust the people you work for, have pride in what you do, and enjoy the people you work with.” — Robert Levering, Co-Founder, Great Place to Work®

Trust is Key to a Great Workplace

“From an employees perspective, a great workplace is one where they:

  • TRUST the people they work for;
  • Have PRIDE in what they do; and
  • ENJOY the people they work with.

Trust is the defining principle of great workplaces — created through management’s credibility, the respect with which employees feel they are treated, and the extent to which employees expect to be treated fairly. The degree of pride and levels of authentic connection and camaraderie employees feel with one are additional essential components.

From the Manager’s perspective, a great workplace is one where they:

  • achieve organizational objectives;
  • with employees who give their personal best; and
  • work together as a team / family in an environment of trust

There are nine practice areas where leaders and managers create an environment of trust. Great workplaces achieve organizational goals by inspiring, speaking and listening. They have employees who give their personal best by thanking, developing and caring. And they work together as a team / family by hiring, celebrating and sharing.”
(Great Place to Work Institute, 2013)

Written by Erik Marsh