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HR Advancement Center HR Advancement Center

HR Advancement Center - PowerPoint Presentation

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Uploaded On 2019-12-09

HR Advancement Center - PPT Presentation

HR Advancement Center The Business Case for Service Line OverHiring Source HR Advancement Center interviews and analysis The following PowerPoint slide templates will equip you to create a presentation that will help you build a business case for ID: 769823

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HR Advancement Center The Business Case for Service Line Over-Hiring Source: HR Advancement Center interviews and analysis. The following PowerPoint slide templates will equip you to create a presentation that will help you build a business case for service line over-hiring. There are two types of slides: 1) editable slides for you to customize, and 2) hidden slides with instructions and details.General Tips:Use as much data as possible—qualitative and quantitative—to justify service line over-hiring.Keep your text brief and colloquial; include pictures, tables, and call-out boxes when necessary.There is a one-page library of common icons on slide 17. You can copy icons from this page to further customize the slides. Delete the icon library slide before sharing this slide deck with others.Be sure to delete all instructional text throughout the deck, and delete this page before sharing with others. How to Use This Template

[Insert Presentation Title] Prepared for [audience] [Date] DELETE AND PLACE YOUR LOGO HERE Wherever you see brackets [ ] throughout this deck replace with information related to your organization Sample titles to consider: Build a Proactive Over-Hiring Strategy How to Get Ahead of Vacancies

What Is Service Line Over-Hiring? Source: HR Advancement Center interviews and analysis.DefinitionOrganization regularly hires and orients a cohort of staff to fill vacancies on a service line before they occur. The goal is to minimize the impact of staff departures on managers and HR by reducing time-to-fill and rolling the hiring process up to the service line level.RationaleReplacing a staff member puts a strain on managers’ and HR’s time and units’ budgets. In addition, short-staffing can lead to staff burnout from overtime and larger patient loads—which can negatively impact staff engagement and clinical outcomes. Organizations can reduce this burden by over-hiring staff at the service line level instead of filling vacancies as they occur on a unit-by-unit basis.

Three Components of Your Business Case for Service Line Over-Hiring Source: HR Advancement Center interviews and analysis. Quantified ProblemProposed SolutionExpected Impact Determine what service line to pilot over-hiring on Calculate number of over-hires needed each quarter Synchronize hiring and onboarding The Three Components of a Persuasive Business Case Time-to-fill above benchmark High costs in premium labor Reduced overtime pay Reduced time-to-fill Reduced agency use Reduced staff turnover Increased frontline staff and manager engagement Improved clinical outcomes

Quantified Problem Benchmarking Time-to-Fill for [Insert Facility, Service Line, or Dept.] Source: 2016 Annual Turnover, Vacancy, and Premium Labor Benchmarks, HR Advancement Center. Average number of calendar days between date of posting position and date of offer acceptance among all full-time and part-time employees hired during timeframe [excludes home health, medical residents and per diem positions]Average number of calendar days between date of posting position and date of offer acceptance among all full-time and part-time nurses hired during timeframe [excludes home health, licensed practical nurse, per diem positions, and exempt positions]Place a star on each chart to mark time-to-fill for the hospital, service line, or department you’re comparing. If you are making the case for multiple areas of the organization, duplicate this slide. National Time-to-Fill Days 1 (2016) n=278 Hospitals National Bedside RN Time-to-Fill Days 2 (2016) n=272 Hospitals To access the full interactive benchmark generator visit advisory.com/ hrac . Use this slide only if the data helps you make your case. These charts show national time-to-fill benchmarks for all roles (top) and for nurses (bottom). Use these charts to demonstrate poor performance in the hospital, service line, or department you’re looking at.

Quantified Problem How Long Does it Take Us to Replace a Staff Member?Source: HR Advancement Center interviews and analysis. Step in Process [Insert Service Line, Department or Unit]Conduct vacancy review and post position 2. Screen candidates and invite finalists for interviews3. Interview final candidates 4. Extend employment offers 5. Employees complete pre-orientation requirements 6. Orientation Estimated Time Spent Filling Vacancies Estimated time spent filling each vacancy ~_ Weeks Fill in estimated weeks spent filling vacancies Insert estimated time in weeks for a particular department, service line, or unit.

Quantified Problem Benchmarking Vacancy Rate for [Insert Facility, Service Line, or Dept.] Source: 2016 Annual Turnover, Vacancy, and Premium Labor Benchmarks, HR Advancement Center. Vacancy rate includes total number of open requisitions for full-time and part-time employees on December 31 [excludes home health, medical residents and per diem positions]Vacancy rate includes total number of open requisitions for full-time and part-time nurses on December 31 [excludes home health, licensed practical nurse, per diem positions, and exempt positions]National Overall Vacancy Rate (Requisitions)1 (2016)n=297 hospitalsNational Bedside RN Vacancy Rate (Requisitions)2 (2016)n=295 hospitals These charts show the national vacancy rate benchmarks for all employees (top) and for nurses (bottom). Use these charts to demonstrate poor performance in the hospital, service line, or department you’re looking at. Place a star on each chart to mark vacancy rate for the hospital, service line, or department you’re comparing. If you are making the case for multiple areas of the organization, duplicate this slide. Use this slide only if the data helps you make your case.

Quantified Problem Benchmarking Turnover for [Insert Facility, Service Line, or Dept.] Source: 2016 Annual Turnover, Vacancy, and Premium Labor Benchmarks, HR Advancement Center. Turnover rate is determined by dividing total number of separations among all full-time and part-time employees between January 1 and December 31 by the average of the total number of full-time and part-time employees over that time frame. Excludes PRN, per diem and casual employees.Turnover rate is determined by dividing total number of separations among all full-time and part-time nurses between January 1 and December 31 by the average of the total number of full-time and part-time nurses over that time frame. Excludes PRN, per diem and casual employees.Place a star on each chart to mark turnover for the hospital, service line, or department you’re comparing. If you are making the case for multiple areas of the organization, duplicate this slide. National Overall Turnover 1 (2016) n=308 hospitals Excluding PRN, Per Diem, and Casual These charts show the national turnover benchmarks for all employees (top) and for nurses (bottom). Use these charts to demonstrate poor performance in the hospital, department, or unit you’re looking at. National Bedside RN Turnover 2 (2016) n=308 hospitals Excluding PRN, Per Diem, and Casual To access the full interactive benchmark generator visit advisory.com/ hrac Use this slide only if the data helps you make your case.

Quantified Problem Benchmarking Premium Labor for [Insert Facility, Service Line, or Dept.] Source: 2016 Annual Turnover, Vacancy, and Premium Labor Benchmarks, HR Advancement Center. Includes agency and travelling labor and overtime, excludes benefits related expenses. Total Premium Labor1 Expense Percentage of Payroll (2016)n=195 hospitalsPlace a star on the chart to mark premium labor expense for the hospital, service line, or department you’re comparing. Use this chart to demonstrate poor performance in the hospital, service line, or department you’re looking at. If you are making the case for multiple areas of the organization, duplicate this slide. Use this slide only if the data helps you make your case

Proposed Solution Determine What Service Line to Pilot On Source: HR Advancement Center interviews and analysis. Considerations for Which Service Line to Pilot On Does the service line hire a large number of new grads? Does the service line have higher overtime pay and premium labor costs compared to other service lines? Does the service line have higher turnover (both internal and external) compared to other service lines across the organization? Can staff be easily “resource shared ” across similar units and have the ability to float when units need to flex either up or down?

Proposed Solution Calculate Hiring Need Using Historical Trends Source: Yale New Haven Hospital, New Haven, CT; HR Advancement Center interviews and analysis. FTEsService Line = (( x ) + ( )) x Inputs: Budgeted Service Line FTEs Annual Service Line Turnover Rate Internal Service Line FTE Transfers (to other service lines ) Average % of the Year to Recruit and Orient to Service Line Service Line Over-Hires 1 Budgeted FTEs 2 FY2017 Annual Turnover Rate 2 FY2016 Internal FTE Transfers 2 FY2016 % of Year to Recruit and Orient 2 25% Formula: Formula calculates hiring needs every three months Insert the service line’s data to calculate the number of over-hires needed

Proposed Solution Making Batch Hiring Work at [Insert Org. Name] Source: HR Advancement Center interviews and analysis. Our AnswerQuestionHow far in advance should we recruit for a cohort of staff? How many staff members should we interview to ensure we have a strong pool of candidates? How can we efficiently interview and extend offers to a cohort of staff? How will we ensure staff will be flexible on unit placement? Fill in your organization’s responses to each of these questions. You can use the recommended answers on slide 13 for reference.

Proposed Solution Making Batch Hiring Work at [Insert Org. Name] Source: HR Advancement Center interviews and analysis. Recommended AnswerQuestionHow far in advance should we recruit for a cohort of staff? Interview staff three months before the official start-date. For new grads match timing to graduation (e.g. recruit in October for December graduates ) How many staff members should we interview to ensure we have a strong pool of candidates? Invite at least double the number of candidates you plan to hire How can we efficiently interview and extend offers to a cohort of staff? Conduct one-day batch interviews and have HR, managers and educators all participate in selecting candidates How will we ensure staff will be flexible on unit placement? Conduct behavioral-based interviews to determine which candidates will be flexible

Proposed Solution Onboarding New Hire Cohorts at [Insert Org. Name] Source: HR Advancement Center interviews and analysis. Our AnswerQuestionHow will we determine which units to train staff on and for how long? How can we smoothly transition staff between units? How will we alleviate staff anxiety about changing units? How will we continuously improve the orientation process ? Fill in your organization’s responses to each of these questions. You can use the recommended answers on slide 15 for reference.

Proposed Solution Onboarding New Hire Cohorts at [Insert Org. Name] Source: HR Advancement Center interviews and analysis. Recommended AnswerQuestionHow will we determine which units to train staff on and for how long? Create a schedule to cross-train staff on two similar units. Ideally staff should be trained in different subspecialties to develop a more expansive skillset How can we smoothly transition staff between units? Standardize the orientation process across the service line to make transitions easier. In addition, when staff transition units, have preceptors meet to discuss staffs’ development opportunities How will we alleviate staff anxiety about changing units? Place staff on one of the two units they trained on. If that is not possible, place staff on the same campus How will we continuously improve the orientation process ? Conduct a debriefing session with all new hires to get feedback on the process and make improvements

Metrics Current Performance Target Performance 1 [Insert metric] [Insert current performance] [Insert target performance] 2 [Insert metric] [Insert current performance] [Insert target performance] 3 [Insert metric] [Insert current performance] [Insert target performance] 4 [Insert metric] [Insert current performance] [Insert target performance] Expected Impact Expected Improvement in [Insert Hospital, Service Line, or Dept.] Outcomes Source: HR Advancement Center interviews and analysis. Insert metrics you want to see improve due to over-hiring. Consider: reduced overtime pay, time-to-fill, agency use, and staff turnover, and improved frontline staff and manager engagement, and clinical outcomes. Add or delete rows as necessary. Set a reasonable target for improving performance. You can either choose a threshold you want to meet, or a percent change you want to see.

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