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I have not scheduled the Executive Summit yet as our priorities are focused on COVID related activities currently; however, I am learning this this collaborative learning workshop and will use these new tools to plan and schedule in the fall. This is a good exercise to learn more about turnover, collecting data and analyzing the information. This will help as we plan and budget personnel for 2021. This can be presented to our middle managers as a tool to assist them with their personnel concerns.
I have not scheduled the Executive Summit yet as our priorities are focused on COVID related activities currently; however, I am learning this this collaborative learning workshop and will use these new tools to plan and schedule in the fall. This is a good exercise to learn more about turnover, collecting data and analyzing the information. This will help as we plan and budget personnel for 2021. This can be presented to our middle managers as a tool to assist them with their personnel concerns.
My name is Kristy Schmidt, Director of Development & Community Relations at an FQHC in Colorado — MarillacHealth.
Even though my job is not specifically related to HR, I am a member of our senior leadership team and supporting recruitment for our Chief Medical Officer for physician and midlevel providers. I participated in the Emp Engagement Learning Collaborative as well as the Compensation Planning last year. As an FQHC in western Colorado, we have challenges recruiting to our community so learning more about conducting stay interviews and addressing issues before it ends up in a separation will be beneficial to our health center.I have enjoyed this learning collaborative and have received some new tips and tools to better understand and engage not only our leadership team but how to implement organization wide. I have attached my strategies to implement what I have learned over the last three months. Thank you for this opportunity.
I have heard of other organizations using stay interviews and would be interested in seeing some examples.
Something we added last year to keep communication open and timely for all associates, are townhall mtgs. We’ve structured departmentally and ask leaders from the opposite dept to attend to stay engaged in what is happening in that particular dept. We do not have an agenda and keep it open to whatever anyone asks or wants to talk about. We’ve seen success once we got past the initial fear that associates wanted to be anonymous with their questions.The handout sheet was very helpful. We did an exercise as a leadership group using StrengthFinder and that was helpful as well to see where everyone falls and how and when to tap into their strengths for building committees, etc. For this assignment, yes, I’m been in many situations where I have flexed by style to meet another person’s style. I fall between direct & spirited so I tend to jump and try to move things along. I have a co-worker that is very methodical and needs time to process things so I try to be thoughtful to let her speak at her pace and not jump in. It can be challenging at times when your style is different but being mindful of the other person does result in better outcomes & communication for all.
Looks like we are all thinking along the same lines. Our CHC did the same 2 years ago. One year after becoming an FQHC and growing, we definitely saw the need to have middle managers more engaged. We developed what we call a Joint Leadership Team. Once per month for 90 min this group meets with Senior Leadership. We have a standing agenda then add agenda items as needed. We engage them by teaching them more about the clinic. Agenda items include: deep dive into monthly financials; updates on strategic plan / goals; Quality updates; other training on policy development. We spent several months reviewing a few chapters of the OSV & Compliance Guide to help them be better prepared for the OSV site visit. Some of the challenges we encountered early on what how they disseminate information to their depts/associates as it was not being done. We had to set clear expectations and this seemed to help.
This are all very good comments; some I can see using to improve engagement in our organization. At our onboarding process, we provide the new hire a “goodie bag” with a water bottle, lanyard, badge reel, note pad, etc. I like the idea of a breakfast or lunch as a welcome to a group of new hires (monthly or qtrly). I’m taking this idea to the team!
I have a conflict and will not be able to attend mtg today. However, I conducted a Stay Interview and wanted to provide my feedback:
First, it went very well. I explained the process and why using this type of interview. Emp very open and appreciative.
Went thru the 5 questions – it also let to some very rich discussion. I did learn of a previous situation with another coworker that had not been shared before! She gave me a commitment level on the scale of 1 to 10 for staying – a 10! States she is dedicated; never felt would lose her job here; it’s not so much about $ but about the flexibility and support she receives. The last question on making this a better experience really provided some good info and recommendations that we could put to use in enhancing our orientation for new employees. I will take her ideas to our team! All in all it was productive, felt comfortable and I could see she appreciated the conversation.