Copyright 2013 National Association of Community Health
Centers. All rights reserved. Copyright 2013 Insightlink. All
rights reserved. Becoming an Employer of Choice:
StaffPulse/ExitPulse Prepared for: NACHC Winter Strategy Meeting
January 24, 2013 80 South Lake Ave., Suite 680 Pasadena, California
91101 USA T: 866-802-8095 F: 877-866-8301 [email protected]
www.insightlink.com
Slide 2
A rigorous survey conducted among a nationally representative,
random sample of 6,000 employees in 40 health centers Comparisons
are provided when possible to the Insightlink U.S. norms for
employees in total and those working in the healthcare
industry
Slide 3
Copyright 2013 National Association of Community Health
Centers. All rights reserved. Copyright 2013 Insightlink. All
rights reserved. 3 Recommended Minimum Target for Employee
Satisfaction 65% Recommended Minimum Target for Employee
Satisfaction 65% Overall Job Satisfaction
Slide 4
Copyright 2013 National Association of Community Health
Centers. All rights reserved. Copyright 2013 Insightlink. All
rights reserved. 4 Job Satisfaction By Position
Slide 5
Copyright 2013 National Association of Community Health
Centers. All rights reserved. Copyright 2013 Insightlink. All
rights reserved. 5 Most/Least Satisfying Aspects of Health Centers
Most Satisfying 1.Fulfilling their health centers major purpose of
providing health care to those who might otherwise not receive it
2.Working with their colleagues and co-workers 3.Enjoyment of, and
dedication to, the work that they do Least Satisfying 1.The amount
of work they are expected to complete 2.Dissatisfaction with
compensation 3.Difficulties with management/supervisors/co-workers
and a feeling that senior management does not listen and/or respond
to staff concerns 4.Lack of effective communications throughout the
health center 5.Issues with politics and perceived favoritism
6.Feeling that their work is not appreciated/recognized
Slide 6
Copyright 2013 National Association of Community Health
Centers. All rights reserved. Copyright 2013 Insightlink. All
rights reserved. 6 Employee Loyalty & Engagement Matrix
Industry: 57% U.S.: 50% Industry: 25% U.S.: 26% Industry: 13% U.S.:
17% Industry: 5% U.S.: 6%
Slide 7
Copyright 2013 National Association of Community Health
Centers. All rights reserved. Copyright 2013 Insightlink. All
rights reserved. 7 1. How well job responsibilities are defined 2.
The degree to which the work done is respected 3. The effectiveness
of communications 4. How well work is divided within departments 5.
The health centers program/policy of reward and recognition 6. How
well the health center fulfills its mission 7. The degree to which
staff abilities and skills are used 8. Immediate supervisors 9.
Documentation/paperwork/record keeping 10. Opportunities for
advancement Top Ten Drivers of Job Satisfaction
Slide 8
Copyright 2013 National Association of Community Health
Centers. All rights reserved. Copyright 2013 Insightlink. All
rights reserved. 8 EQUITIES (High contribution and high
performance) Work is respected Abilities and skills Immediate
supervisors Motivations & Drivers Analysis OPPORTUNITIES (High
contribution and moderate performance) Job definition Fulfillment
of mission WEAKNESSES (High contribution and low performance)
Communications Division of work Reward and recognition
Opportunities for advancement Documentation/paper-
work/recordkeeping
Slide 9
Copyright 2013 National Association of Community Health
Centers. All rights reserved. Copyright 2013 Insightlink. All
rights reserved. 9 Workload
Slide 10
Copyright 2013 National Association of Community Health
Centers. All rights reserved. Copyright 2013 Insightlink. All
rights reserved. 10 Fulfillment of Health Center Mission
Recommended Minimum Target for Fulfillment of Mission 75%
Recommended Minimum Target for Fulfillment of Mission 75%
Slide 11
Copyright 2013 National Association of Community Health
Centers. All rights reserved. Copyright 2013 Insightlink. All
rights reserved. 11 Commitment Commitment to Health
CenterCommitment from Health Center Total StaffPulse HC Norm US
Norm Commitment Gap26 points15 points13 points
Slide 12
Copyright 2013 National Association of Community Health
Centers. All rights reserved. Copyright 2013 Insightlink. All
rights reserved. 12 Satisfaction with Overall Communications
Slide 13
Copyright 2013 National Association of Community Health
Centers. All rights reserved. Copyright 2013 Insightlink. All
rights reserved. 13 Top 5 Recommendations to Improve Communications
1.Ensure timely, systematic and equitable distribution of critical
information through the appropriate means 2.Foster an environment
where staff opinions are encouraged, valued and acted upon by
senior leadership 3.Encourage transparency in communications as
much as possible and avoid the habit of secrecy 4.Emphasize the
need for responsiveness to requests at all levels 5.Share
information more readily and more often between departments and
sites
Slide 14
Copyright 2013 National Association of Community Health
Centers. All rights reserved. Copyright 2013 Insightlink. All
rights reserved. 14 Satisfaction with Compensation
Slide 15
A national database of aggregate results among participating
health centers and representing almost 5,000 departed
employees
Slide 16
Copyright 2013 National Association of Community Health
Centers. All rights reserved. Copyright 2013 Insightlink. All
rights reserved. 16 Primary Reasons for Leaving By Position The top
five work-related problems are: (1) Unsatisfactory leadership of
senior management, (2) unsatisfactory work environment, (3) poor
relationship with immediate supervisor, (4) unfair internal
practices and (5) dissatisfaction with compensation.
Slide 17
Copyright 2009 National Association of Community Health
Centers. All rights reserved. Copyright 2009 Insightlink. All
rights reserved. 17 Preventable vs. Non-Preventable Departures
Preventable 42% (Organization could have prevented the departure)
Non-Preventable 58% (Departure is outside of the organizations
control)
Slide 18
Copyright 2013 National Association of Community Health
Centers. All rights reserved. Copyright 2013 Insightlink. All
rights reserved. 18 Preventing Departures 1.When asked what could
have prevented their departure, staff primarily recommend changes
to the work environment, relating to management, communications,
teamwork, culture, etc. 2.Running second to the work environment
issues are requests for pay increases and/or improved benefits.
3.Third in importance is to address the specific personal
circumstances that led to their decision to leave.
Slide 19
Copyright 2013 National Association of Community Health
Centers. All rights reserved. Copyright 2013 Insightlink. All
rights reserved. 19 The Costs of Staff Turnover Tangible costs of
employee turnover include: Termination costs administrative costs
for processing separation, unemployment tax impact, severance
payments, accrued vacation time, retirement plan contributions, and
any extension to benefits. Replacement costs attracting applicants,
entrance interviews, any travel expenses for new hires or
recruiters, relocation costs, pre- employment testing costs and
administrative expenses. New hire training costs formal and
informal training costs and new employee orientation. Intangible
costs of include loss in organizational knowledge/skills, reduced
productivity/growth, and negative impact on satisfaction and
commitment among employees who stay at the organization. Evidence
suggests that these indirect costs can be greater than the direct
costs of turnover.
Slide 20
Copyright 2013 National Association of Community Health
Centers. All rights reserved. Copyright 2013 Insightlink. All
rights reserved. 20 An Example of Turnover Costs Using a
conservative estimate of direct turnover costs at 25% of total
compensation, the average level of turnover among Medical
Directors, Physicians, NPs and PAs in a health center of 400
employees likely costs that health center $260,000 per year If
their preventable turnover also matches the average, then up to
$109,000 of that expenditure could be avoided every year as long as
the health center implements an action plan to reduce
turnover.
Slide 21
Summary Highlights And Recommendations
Slide 22
Copyright 2013 National Association of Community Health
Centers. All rights reserved. Copyright 2013 Insightlink. All
rights reserved. 22 Summary Highlights and Recommendations Health
centers clearly have a lot to offer as employers, especially the
motivation and commitment that comes from providing quality health
care to those who are less fortunate. However, there is room to
improve overall job satisfaction, primarily by Improving
communications at all levels and demonstrating that senior
management values and respects staff opinions. Managing the
division of work and workload expectations. Ensuring that staff are
regularly recognized, rewarded and valued for their loyalty and
commitment. Offering concrete opportunities for career enhancement/
advancement. Re-evaluating the documentation and record keeping
expected of staff.
Slide 23
Copyright 2013 National Association of Community Health
Centers. All rights reserved. Copyright 2013 Insightlink. All
rights reserved. 23 Summary Highlights and Recommendations
Furthermore, health centers should carefully consider: How well
they are fulfilling their mission, and How equitably they are
providing compensation, with an eye to making improvements wherever
possible. Adding urgency to these opportunities is knowing that
more than 40% of current health center turnover is likely
preventable. Increasing staff retention creates opportunities to
reduce both the formal and the informal costs of turnover. This
preventable turnover is being driven by: Systemic problems in the
work environment which match the identified among health centers in
general, and To a lesser degree, problems at the individual staff
level, particularly disagreements with immediate supervisors.
Slide 24
Copyright 2013 National Association of Community Health
Centers. All rights reserved. Copyright 2013 Insightlink. All
rights reserved. 24 Final Thoughts Direct action to improve
communications, to increase staff recognition in meaningful ways,
to manage how much is expected of staff members, to address
perceived inequities in compensation and to reinforce the health
center mission will help raise overall job satisfaction and reduce
turnover, leading to a more engaged and committed workforce within
Americas health centers.