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The development of Management Training and Onboarding programs will be significant HR & Ops projects if developed from scratch. Off-the-shelf solutions may not be a good fit for ESC.
By reducing the number of open positions across ESC to 7% of total workforce, and reducing annual employee turnover to 25% or less, we will achieve several operational and strategic improvements, including:
A happy place to work
The selection and implementation of an Applicant Management system will require a significant investment of HR staff time at Support Services and at the Communities.
Job-Specific Recruiter: $$ (<$100k)
Market Rate Adjustments: $ (<$50k)
HRIS Applicant Tracking: $$ (<$100k)
Consolidate PT -> FT: $ (<$30k)
Leadership Academy: $$ (<$100k)
Revamp On-Boarding: $ (<$30k)
The selection, engagement, and supervision of a staffing recruiter will require a modest investment of HR staff time.
The updating of wage & benefit data will require a modest investment of HR and Operations staff time.
Priority of Work
External Key-Position Recruiter
HRIS Applicant Tracking
Evaluate Pay to Market for Key Positions
Consolidate PT hours into FT positions
Supervisor/ Management / Leadership Training
Onboarding
First
Priority
The labor market in the Bay Area is highly competitive, making it difficult to find and hire qualified employees. Housing costs, traffic/commute challenges, and evolving benefits add to the complexity.
Tactic A) Clarify and promote employer brands; each community should have a unique brand for their marketplace, but built upon shared elements.
Tactic B) Engage a third-party staffing recruiter to help attract and evaluate potential employees, and to place them in positions commensurate with their background & skills.
Second
Priority
More Frequent Performance Evaluations
Wage Adjustments During First Year
Employment Branding
Internal Recruiter Function
Benefits for <30 Hours
Tactic C) Invest in better HR software tools for applicant & position tracking, performance management, succession planning, and more
Background:
Current CCRC FTE variances from budget
Financial impact of open positions
Impact of open positions on quality
Current EE Turnover Rate
Tactic D) Consolidate open Part Time hours into
Full Time positions
Other ideas under consideration:
Nearly 2/3 of our new hires currently do not stay with ESC for a full year. Improving the first-year experience will encourage our new hires to stay and gain expertise in their position.
Currently, we lose about 1/3 of our workforce annually. Improving retention ultimately means fewer positions to (re)fill every year.
Tactic A) Develop and implement an engaging and efficient on-boarding program for all ESC employees. This will ensure effective integration into our workforce without unduly belaboring new employees with orientation.
Tactic B) Provide new employees with more frequent performance feedback, including opportunities for wage adjustment as early as the first 90-days. This will help employees know where they are succeeding or struggling, rather than guessing.
Three Strategies:
1) Reduce Turnover
2) Improve First-Year Experience
3) Improve Catch-Rate of
Prospective Employees
Tactic A) Develop and implement an all-levels management training program. This will give every ESC employee a more-skilled supervisor and a more consistent employment experience.
Tactic B) Ensure pay keeps up with the marketplace. This will help current employees have less reason to consider leaving and help new employees to not start looking for their next job immediately upon hire.
Tactic C) Create a Part-time w/(some) Benefits employment category. This will help both "gig economy" employees keep - and prioritize - their job with ESC and physically-limited
employees be able to work for benefits while
reducing risk of injury.
Other ideas under consideration:
Other ideas under consideration: