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Management Cost to Implement Strategies

Relative Costs to

Implement Strategies

Desired Outcomes of Achieving Goal

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:

Attraction & Retention Initiative

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)

  • stabilized workforce
  • financial consistency & predictable expenses
  • improved quality
  • improved morale
  • reduced costs (recruit, train, replace...)
  • reduced risk from new employee errors
  • stronger culture, which builds a stronger brand

Fiscal Year 2017

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

Strategy 3: Improve Catch-Rate of Prospective Employees

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

  • Current Total FTE's, 57 below budget (5.4%)
  • Q1 average: 78 below budget (7.4%)
  • Current Productive FTE's, 101 below budget (9.6%)
  • Q1 average, 93 below budget (8.9%)
  • ESC typical vacancy rate is around 5%

Financial impact of open positions

  • $820,000 in unspent wage budget for Q1

Impact of open positions on quality

  • Care & hospitality suffers when insufficient staff

Current EE Turnover Rate

  • All Employees: 33%
  • First Year Employees: 62%
  • Benefits-Eligible Employees: 23%

Tactic D) Consolidate open Part Time hours into

Full Time positions

Other ideas under consideration:

  • Offer Education Contract for service (e.g., we'll pay for your education if you contract to work for us for X years...)
  • Target advertising where public transit is a realistic solution (i.e., fishing in the right pond)
  • Share promising applicants between managers and communities

Strategy 2: Improve First-Year Experience

Strategy 1: Increase Retention of Current Workforce

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.

Goal:

Reduce the number of open positions across ESC to <7% of total workforce with overall annual turnover <25% and year-1 turnover <40%.

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:

  • Increase education assistance
  • Offer 403(b) bonus at certain longevity milestones (e.g., 1-year)
  • Create a simplified (i.e., easy-to-understand) performance feedback tool
  • Give formal performance feedback more frequently than annually
  • Develop a progressive "Career Ladder" for employees - even if it means transferring departments or communities
  • Pay for public transit
  • Offer a pay "differential" for employees who do not participate in major benefits

Other ideas under consideration:

  • Offer retention bonus at certain longevity milestones (e.g., 90-days, 1-year...)
  • Pay for public transit
  • Invest is high baseline staffing ratios
  • Sign-on bonuses
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