You’re making a great connection here– sometimes retention is really about recruiting the right people, and figuring out which issues have made the most impact in recruiting. Issues I’m hearing here are related to communications on compensation, finding the people most attracted to the unique benefits package you offer, understanding how you’re supporting your staff, and identifying potential new ways to communicate/mitigate the challenges of practicing in your community.

Given all that, I’d say some of the metrics we’re going to explore in the next session might be most useful since they’re more tied to your organizational experience. Some potential data points to examine would be:
– Cost of Benefits: How can you attach a monetary value to all benefits, and use that package to provide a better picture of compensation that isn’t just straight salary comparison with your competitors?
– Team Composition & Support Ratios: How are your work flows and team designed to make the practice experience better for everyone? How can you demonstrate that your organization is built to make the work as positive as possible?
– Training & Education Benefits: Inventory the benefits available to everyone on staff to learn more about their work, identify peers inside and outside of their organization, and feel better prepared for the work? What percentage of people make use of those benefits? How can you encourage people to use any educational benefits available to them?
– Isolation: How demographically similar or different are your staff from each other and from peers in your geographic area? Are there any natural groups that form (e.g. 65% of staff are over the age of 55)? Are there any individuals that are demographically different and more isolated from the team? Obviously you know them and know their personal stories with each other, but just looking at the top line numbers can sometimes help you think through interpersonal pieces in a fresh way.

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