Educational Webinar: Staff Turnover – Small Changes That Can Make a Big Impact

And thank you so much for joining us today. My name is Brandon Martin here at mckesson Medical Surgical and I'm so excited to welcome you to today's presentation, staff turnover, small changes that make a big impact featuring speakers from med trainer. Before we get started, I'd like to direct your attention to our disclaimer while you're reviewing that information. I will remind you that today's presentation is being recorded and within a day or two, you can expect to receive a link to download a copy of the presentation. You can also download the slides by following the link under the files pod to the left of your screen. If you have a question, feel free to enter that into the Q and A panel at the bottom left corner of your webinar window at any time and we'll do our best to answer. At the end of the presentation, we have three speakers with us today, Tanya Von for the past 15 years, Tanya has recruited talent across the us in industries ranging from health tech, pharmaceutical and med device to commercial real estate, digital media and more. She has worked with many fortune 100 companies including Bank of America, Comcast, Novo Nordisk, and many Fortune 500 companies including Kraft Verizon Ge Healthcare and Bristol Myers squib at med trainer, Tanya focuses on researching, developing and implementing effective recruiting and staffing strategies to attract a diverse pool of qualified and capable talent for the organization. She is thrilled to help shape the talent acquisition process for a company. She loves one of Tanya's favorite things is helping one person might not change the world, but it could change the world for one person. We also have Kevin Steinman. Kevin is a leader and executive, passionate about solving problems through the development, deployment and commercialization of technology. Kevin has more than 25 years of experience, building and leading commercial teams and operations and financial services and health care. In his last role as coo at Solved Health, he was responsible for the commercial aspects of the business, including sales, marketing, finance, hr and legal. Prior to that role, Kevin spent 15 years at Morningstar, a global technology and investment research company where he held many positions including head of global markets, where he was responsible for business operations in 25 countries outside the US. Hira Rashad, uh pardon me, Dr Hira Rashad uses her expertise in public policy to ensure med trainer course content meets the requirements for regulatory compliance and professional licensure. Hira earned both a master's degree and doctorate degree in public policy before joining med trainer in 2020 as the senior program manager, she collaborates with a team of SME S to review legislative and regulatory changes in health care compliance requirements at the federal and state level and leverages this information to create risk management plans for med trainer clients and create a strategic plan for course development. Here are closely follows changes and updates to state specific compliance requirements, federal requirements, and accreditation organization standards for all major health care settings. In addition to expertise in public policy, he also has experience with statistical modeling and data analysis. Now, you may have noticed that each of our speakers come from three distinct backgrounds in the industry. And so today, we will uh we will enjoy a uh perspective on staffing from those three perspectives. So let's kick off today with a pole. What is your biggest challenge related to staff turnover? You should see that poll show up in your window there, plenty of clicks coming in. All right, and you should be able to see the results there. It's like 63% with high salary expectations and a couple of clicks with finding time and on boarding. So let's go ahead and dig in and I will turn this over to our first speaker. Thanks, Brandon. This is Kevin Ston. Thanks everybody for being here. Um As Brandon mentioned, uh we're from the Met trainer team and in our business or our focus is really simplifying health care uh operations and compliance. So this is something, uh, uh we're passionate about. Uh, and turnover certainly is impacting all of you every day, which is why you're, you're on the call today. Um, just a couple of thoughts around turnover in general and then we'll, we'll start talking about some of the solutions. But, um, as you can see here in these, in these stats turnover still is a problem. Um, you know, let's assume it's roughly 20%. We've seen some reduction over the last couple of years, uh post COVID, but it's, it's just, it, it's a problem that's here to stay. And it's something that we need to think about um as a problem to manage um within our operation so that we can um essentially save money, um be more efficient and ultimately deliver better, better care to our patients. Because at the end of the day, that's obviously um a key component of, of what we do every day is uh is quality patient care. Um from a hard cost perspective, um You see, um you see the turnover hitting a couple of different areas, the separation cost and when somebody's leaving the business, there's benefit payouts, there's uh time and energy uh put into terminating that person or, or they've resigned, sending them out um from the organization. And then of course, we turn around and we need to need to backfill those roles. So, um we face hiring costs, that's uh you know, sourcing candidates um bringing them in training them. Um and, you know, ultimately getting them up and running full speed and of course, then they potentially could, could churn out again and, and we're back to where we started. So there is some real hard cost that, that, that impact uh that hit your organization every day um due to turnover. And um and obviously, that's, that's a challenge for everyone on the indirect side. There are some other costs as well. I mentioned patient care. Um you know, the real risk here, um from a patient care perspective is that we're not delivering the highest quality care that we possibly can. Um This is simply because we have people turning over, they're new to the organization, they don't know, processes uh and procedures, uh they may not be getting trained as quickly as they can. Um And as part of that too, we also start seeing lower morale um in the in the workforce across health care and it's all, it's all sort of tied together, right? Um The the turnover is difficult on people, people are coming and going, they don't have good relationships with their team members. Uh And then, um then they're not able to do their job as well. Um You know, in health care, at the end of the day, most people are looking to, to deliver that high quality health care and when that's a challenge, then Morales also impact them. And so you get in a bit of a vicious cycle. Um Something else though that, that isn't often considered and I'm gonna be speaking about today in part is, is the administrative work that is tied into or, or related to, um, to turn over. And here's a statistic that, that oracle published that um excessive administrative work is, is, is a key reason uh among the top five reasons why people leave health care organizations. And if you think about what I was saying, in terms of lower morale, people who work in health care want to be working with patients spending time uh delivering health care and when they find themselves spending time doing paperwork, managing processes, um worrying about things outside of the patient. Um It's not as fulfilling for them and uh it's a real, it becomes a real challenge and a real source of, of tension uh that drives that turnover. So um with that maybe go to the next slide if you could Brandon. Um and just, you know, from an operations perspective and as Brandon mentioned, that's, that is my background, technology and operations. So my perspective is gonna be really thinking about how you can think about uh turnover um and retention uh a bit differently maybe than you have in the past. And the first thing to think about from sort of a uh an operations perspective is that turnover at higher volume than maybe you've seen before in your organization. Um as it get as, as it increases. We need to think about it more like a process or like a high volume process and less like a low volume set of tasks. If you think about tasks, you may think about a checklist. For example, I need to get something done. These are the seven things that I need to do. I might need to onboard someone. These are the seven things that I need to do. Um That is one way to look at it. But if you're doing that repetitively, uh many, many times. So if you do it once that probably works, if you're doing it 10 times, maybe not so well, 50 times more challenging. So you need to really think about um onboarding and off boarding as really more like high volume processes. An analogy I like to think of is, is water um dripping, maybe out of a faucet to start, right? Low volume sort of drip, drip, drip. Um You can manage that by maybe putting a glass under it, capturing that water with that glass, if that really starts flowing and not dripping. Uh You're talking about um filling that glass very quickly and suddenly you're not able to, to, to capture that water as well. And so then you would need to think about, OK, how should I do this? Well, maybe I could put a, a pipe under here or put, put uh a mechanism under under the drip to or the what, what is more like a stream and a way to divert the water more quickly. So that's, that's a, a significant mind shift um that needs to happen. Um Given the higher volumes, we also need to think about um onboarding and off boarding as real core business processes. Um There are many business processes again, as I mentioned, you know, typically focusing around patient care that, that, that uh organizations like yours are focused on. Uh But we need to think about recruiting on boarding and then ultimately compliance as core business processes as well. Because if you get behind on managing uh these, these processes or this work and thinking about them as more like tasks. And again, that glass fills up quickly and it starts overflowing, you're gonna, you're gonna find yourself not able to uh you, you'll be unable to really execute on what you want to execute across the organization from a patient care. And all this just means that you need to spend time and money here. And maybe this is somewhat obvious. Uh But I think from a budgeting um and staffing perspective, your organization needs to really say to itself. Look, this is, this is an area that we need to invest it. And quite frankly, uh you're on the call today. So maybe you see that already, you're already investing time by trying to understand how you could do a better job managing this area. So probably uh you're all headed in the right direction in that respect. But it's important that that becomes a perspective or an understanding across your organization. Uh because if not everybody sees the importance of um of onboarding, recruiting and, and, and the compliance around it, you're gonna find yourself uh in a bit of a jam and, and unable to, to get out ahead of it. And actually ultimately make uh make these processes really uh differentiators for your organization. You go to the next slide. So that was a lot of, a lot of words, I guess. But you know, the real question um that I always like to ask is where do I start? Right? Uh You know, teams are trying to figure out what to do, but there has to be a starting point like what, where do I, where do I start the journey? If I'm gonna be investing more and thinking about things as processes really? Where, where do I, where do I start? And I like acronyms. I feel like it's for me, it's an easy way to, to remember three or four things. And, and so an acronym that I've, that I've used um around health care operations and, and compliance, particularly around um around staff retention and on boarding um is dips. Uh and it's, you know, nothing, nothing fancy here but D IP S digitized, integrate process and skill set. Um The first step in all of this is digitization and this may be a step that your organization's already been through. Uh But there are a lot of organizations where there's still a lot of paper. Um, and a lot of information that is not yet digitized. So first thing that really needs to happen is that you need to get over that hurdle. And I'm, I'm not saying it's a small hurdle can be a massive hurdle. Um And it may also be not a one time thing but a, but a journey and sort of a shift in mindset. So step one, we gotta get off paper and we have to get into the, into the digital world. Um And I mentioned both data and documents here. Ultimately, once you do that, you can ensure that all of your employees can access the information that they need to in a centralized uh place and then it's easy to track and I'll come back, come back to that in a moment, but you really need to have that kind of um uh information management to, to be successful in, in today's uh in today's uh environments. And without it, it's gonna be challenging to, to handle turnover and, and uh retain cust uh client um sorry, retain employees in a meaningful way. The second piece to think about is sort of information flow, right? And I put a few acronyms on here, but um I'll just run through them real quick. So, a TS is a, an applicant tracking system hr is, is a human resources information system. Uh You can think of that as a, a payroll uh payroll platform. Um uh med trainer works with the likes of AD P UK G uh Workday uh Ploy. So those are, those are some of the larger providers. Uh But um that's another system to think about integration with and then L MS, so you're learning management system uh is critical as well as policy and document management. Um You really need to get these systems working well together or you're gonna be facing uh a lot of duplicate work and manual um challenges in terms of ensuring that the data that's now digitized is aligned and consistent throughout the, throughout your systems. Ideally what you're doing. And I put these, these are in a particular order here. Um You know, once the applicant comes into the, into the process, um in theory that information is available through the rest of the system so that can flow into your hr is and your payroll from payroll can flow into L MS from L MS, it can flow into policy management. So getting those systems talking together is really, is really important uh process the P and all of this, this, this touches a few different areas. But I call it out specifically because one of the failures that organizations make uh when they're deploying um digital assets or, or putting uh technology into place in the organizations is that they don't think through the process as much as they need to, they feel that technology is going to solve the problem. Oh, I, I don't have good workflow. I'll get a system to do that. That's not the case. You really need to define your process within your organization and then use technology in order to execute against that process. So I I I could talk about this for hours and hours. But I think this is, this is if you look at the history of technology deployed in, in organizations across industries, the biggest failure point for enterprise systems is that uh process is not defined uh prior to deploying the technology. So I just, I I feel like that's such a critical call out. And then the fourth point here, the s um what I'm calling out here is that the skill set for managing um turnover and retention in this sort of digital technology um environment if you will, which is, which is so important as you, as you see more of it and need to work hard uh to manage it. Um The skill set has requirements have changed in the past, you could have somebody that was very detail oriented, doing those tasks that I talked about. Now, we need somebody that understands sort of digital workflows. We need somebody that's sort of operational um in mindset, thinking about process thinking about um access to digital digital data and documents. And, and how does that work integration across systems? Uh And so if you're on this call and you're currently responsible for, for that and you don't have these skill sets, it's important for you to think about where you can access those. Um There's certainly third parties that can help you do that. Software vendors like med trainer certainly can provide that in terms of um deploying different technology assets. Um or you can look to, you know, internally for people that have that skill set, but it's really critical to be successful from an operational perspective to bring the right skills to the table. Not everybody can do everything, not everybody has the the experience, but you need to make sure you're, you're uh you're bringing the right tools to the to the table uh to make this all work and that's all I have. So for now, um I'm gonna pass it over to my colleague here who's gonna speak to um the next dimension of uh of this, this uh very complicated and broad topic around retention and turnover. Uh from a pol policy perspective here. Thanks Kevin. Um So I'm gonna like Kevin said, talk a little bit about the policy perspective within which and the regulatory perspective within which we experience um staff turnover as a and as as an issue that impacts healthcare organizations. So the first thing, of course, we all know this, that the healthcare regulation landscape has gotten more complex over the last few decades, it continues to grow more complex every day. There's increasing reporting requirements, quality requirements, and really the contributing factors are increasing costs of health care and the fact that our patient outcomes are not necessarily keeping up with the increasing cost. Because of that the documentation requirements, monitoring reporting, all of that is going up because we want to find better solutions. So that's the context against which all of this is set, right? So in when, when we experience as an organization or really as any sort of uh entity that operates uh within the healthcare landscape, when we experience growing uh complexity in the healthcare system, we go one of two ways we can either become more role centered or we can we can become more system oriented um in in the real world. Normally, it's a little bit of a hybrid of the two. But really what happens is people are role centered and then they try to become a integrate some, some elements of and system orientation into their processes. So let me explain what that means a little bit. So role role oriented or role centered processes are essentially you um you see that there is increasing complexity, you have new requirements, you might be asked to do more training, more reporting, more data collection and you hire somebody and you train them on how to do it or do you ask them? Right? They're an expert in that you ask them to create a process, implement it and then just, you know, kind of launch whatever it is that they're trying to do. And that's one person, they own the process, they created it, they know how it works. But what happens when that person either goes on vacation or they're sick or they leave, that process cannot be taken over and needs to be adapted by somebody else who's then gonna own it. So you're losing time, you're losing uh, probably money in that process. Your processes are probably not 100% in compliance for at least a window of time. And so that creates some issues that are difficult to handle it also then leads to maybe like uh loss of efficiency in systems with a systems oriented approach. What happens is you perhaps are bringing in another person to build a process, but they're building the process for everybody to be involved in. And what Kevin was speaking to earlier, speaking to earlier really ties into this digitization. So in order to build a system oriented uh process or to introduce systems thinking into your organization digitization is probably the the fastest way to to to be able to do that. Once you implement a technology solution, you can train multiple people on it. You can create um like standard operating processes, you can create documentation that makes sure that people are able to follow those processes. So that normally is how organizations are able to adapt more efficiently to growing regulatory requirements and changes by not just relying on one person or, or a selection of people to, to continue to adhere to those regulatory processes. Um I have a number here on my slide. So over the last five years, hospitals endured 100 and 5% staff turnover rate and voluntary terminations account for 94.7% of that hospital of hospital separations. So what that means is that because these, these terminations are voluntary, they're really hard to predict. We don't really know what's driving them, right? I mean, conceptually, we know that people are burnt out, people are not, people are trying to maybe take up um some somewhat less rigorous or demanding jobs or the day to day tasks aren't as demanding, right? But really what can that we can't control necessarily all of that, right? That's a personal preference. So we as organizations are not able to predict what will we take those employees to the extent that we would like to be able to or to the extent that we, that we were able to in the past. And so that makes it really important for us to really hear from these folks that are working within these organizations and to make sure that they're integrated into these organ organization into, into your organizations or facilities in a way that they have a voice and they, they're able to be heard. The last thing on my slide here is increasingly, it's taking increasingly longer to fill the, the positions that you have opened in your organization. So I think a recent study showed that it takes up three months to be able to fill an open position, especially if it's a clinical position. So that's a long time to wait for you to lose money. Of course, you're losing revenue, you're losing patients, you might be losing like reimbursements also because of that. So all of these compounding factors are within the the growing uh landscape of regulatory complexity. And in order to make sure that you address that in an in a sustainable way, really the solutions and like the future of what regulatory compliance looks looks like right now is digitization because it's gonna continue to get more complex. It's digitization and then building systems that folks in your organization are involved in and aware of the next flight. And then, and I will hand this off to Tanya Tanya, please go ahead. So we've been talking about turnover, you can't get away from it. Um And it actually keeps me employed. So, um from a recruiting perspective, um you know, the time to fill is very important here. I mentioned a three month um time to fill. That's definitely something that we wanna be looking at and always trying to improve. Um I actually just filled a position in one week and it was due to um pipe lighting. So, you know, building a continuous pipeline is a extremely important. Um And what that means is, uh, sometimes you're talking to candidates and maybe they're a great candidate but they're not the right fit for your current need. Or maybe something happens and you're not gonna fill the position anymore right now. Sometimes that happens around like Christmas holidays the end of the year. Um, that's actually what happened with me and this candidate, um, that we hired, uh, within a week of the position coming open was because I had talked to her right before the holidays and then I just kept in touch with her and then once the position came open, um actually, the start date is not even until March. Um she was still interested and I'm sure that really makes her feel great and valued before she even comes in the door with us because like, wow, they thought that highly of me to, to keep in touch with me. And so having that pipeline um really helps and you can keep like a Google Doc, which is what I do and I'll keep track of the candidates that are uh kind of in process and um or you can even do it in your applicant tracking system. Um You can even put keywords so that you can search for those certain skill sets in the future. Um One example I'm thinking of was actually working with here a to hire medical writers and some of the writers I would talk to, they weren't the exact specialty we were looking for at the current time, but they had a uh awesome experience and so I just kept track of them on a Google Doc. And then, um, when he had a need for that specialty, it was, you know, uh we were able to go to those candidates, um, and see if they were still interested. So those are things you can do. Um And, you know, also another example is, uh I was working for a company, we were hiring nurses and this is kind of um at first I was kind of like what, so what we were doing is actually keeping track or keeping connected with the nurses through non opportunity emails. So we were emailing them, they had opted into our emails, but we weren't emailing them about job opportunities, even though we're recruiting, we were just emailing them about things we were doing as a company, things in the community, all of that kind of thing. So it just kept that dialogue going, it kept us in the forefront of their minds so that whenever they were really actually looking, they're thinking of us, they're knowing all the great things we're doing. So those are things that you can do um As far as keeping that continuous pipeline. Um Another thing you wanna make sure you're doing is identifying the positions that consistently need to be filled. Um rns and CNAs, of course, we all know, have high turnover. Um I know flu was really bad in pediatrics in 2023. So there was a need to deploy RNS quickly. So things that you could do to help with that would be like pipe lighting on linkedin, for example, um making sure you're connecting with um RNS and pediatrics, for example. So that once you have a need, you can just put up a post and hopefully they will see your post, you could reach out to them, you can join linkedin Groups um with like minds and uh those are ways that you can keep up with um those candidates and also uh keep kind of a network of those high turnover positions. Um because I know you guys had mentioned 25% of you that sourcing was a big problem. Um So that's something you can do to help with sourcing. Um Another thing that was mentioned was salary and I did want to just touch on that. Um And that is part of setting your organization apart in a competitive environment and you can't always do that through offering higher salaries. Sometimes you can, and that's awesome. But when you can't, um it's really highlighted as a recruiter or as a hiring manager, the things that are not salary that are still great selling points. So whenever I talk to my hiring manager and a position comes open, I'm always asking them for the selling points of the position that I can present um to the candidates and I'm also extremely transparent with the candidates of the salary. Um right up front talking that stuff through because, um you know, you don't wanna go through a whole process and then find out they're not even gonna be a fit because of that salary. So those are things that um we do and, you know, I'll highlight things like the benefits and the culture, um the career path, we've created a career path, especially for those higher turnover positions. Um So that, you know, even a mentorship program, so those are selling points that um would draw the candidates in and we actually have experienced this in certain positions. Um Even if the salary may not be exactly what they're used to getting, but we highlight other things, even like the fact that we didn't do all the layoffs that a lot of the other companies in ECT did. So just making sure you're cognizant of what those other selling points are. Um And then offering a employee referral bonus is another thing that you can do. And um you know, employees are gonna refer anyway, typically if they're happy. So you do wanna keep your employees happy. Um And we'll talk about some different things you can do for that. But um having the bonus is an extra incentive and um you know, it can definitely help. We have a great employee referral um program where we, you know, I'm always getting employee referrals. Um part of that is just because they love working for me, trainer. But another part is because we do offer a small bonus. Um, and, um, also with employee referrals, it's very helpful to communicate with the employees exactly what type of candidate is desired. I have found sometimes when I didn't do that, that, you know, employees would refer someone that, um, I wasn't necessarily the most viable type of candidate for that position. And even though, because they're a referral, I'm usually trying to talk to those employees or those referrals, those candidates. Um, and I really don't wanna waste a lot of time talking to candidates that are not the right fit. So, um that's kind of something you wanna keep in mind as well when you are offering a employee referral bonus. Kevin. Next slide as well. Thanks Tanya. Um I guess we're gonna do a poll here, Brandon. Are you gonna run that here? So, have you been able to reduce turnover in your organization? How are you all doing out there with this so far? No, but we're trying. Yeah. Yeah. So while we're, while these are coming in, I mean, I, I, you know, a lot of what we've been talking about so far is really trying to live in the reality of high turnover. Um And, you know, I looked at it from the operations perspective, um, here talking about, you know, how we can think about um, compliance in a high turnover environment Um And then obviously Tanya had lots of great ideas there in terms of finding candidates getting them in the pipeline, how critical that is because we're just constantly facing this, this problem. 81% of you saying no, but we're trying um you know, for those, for the, for the three that, that your strategy is working, you know, that, that's amazing. Um certainly would, would be curious to, to know what that, what's going on there. But, but generally speaking, um it, it, it's just a challenge. Um So we're gonna um go to my next slide here and I just wanna talk about retention for a minute. And again, this is through the, through the lens of, of, of operational efficiency or, or impact um which maybe is a different way to think about it less from an hr perspective. This ties back to the, the, the comment that I made on my, on my first slide about uh top five reasons for employees um leaving organizations and that's that ties back to the administrative work. Um You know, people today, people employees, us, all of us on this call, we have a certain uh requirement in our mind for, for ease of use, right, ease of use of technology, using technology um to do things that we used to do manually. Um I actually just wrote a check uh yesterday and I, I couldn't even remember the last time I wrote a check. Um It's just not something we do anymore. I can do it online, I can do it on my phone, I can do it, you know, from anywhere. And so individuals in their own lives have, have a certain expectation of technology and, and automation of things. Um And so when they don't have those same, that same experience in the workplace, it becomes frustrating for them. So just some things to think about and this doesn't mean you need to completely change everything you're doing. But, you know, to the extent that you can streamline and automate what are manual processes so that people can get back to the, to the high value activities that they wanna be doing. You're gonna improve morale. It's just, it's just true. Um, and improved morale is gonna help people um stay longer. Um, and, you know, it's not a silver bullet overnight, but over time, um, certainly I've seen in my businesses that I operate in, in high high volume, high activity, um, teams um in offshore teams even you see that as you're able to increase the throughput of what people are doing and get them focused on higher value activities that get higher job satisfaction. Um Another piece of this is just being quick and getting people up and running quickly again, people wanna be making an impact quickly. Um If you can get people to do the be doing the job that they were hired to do more quickly. Um That's gonna reduce uh reduce, sort of um uh I guess, you know, I'll say pain and suffering are sort of um frustration, I guess on the employee front and, and, and that should also drive better attention I mentioned here. Um 90 day check ins from a process perspective. You know, one of the things you talk about in sort of six sigma is checking, checking data on the on the process to see how it's going. Um You need to analyze the data to see. Ok. Is this process working? Is it not working? Um similar to that here? We're talking about um checking in uh 90 day, having a 90 day check in with new employees as they come in, check in and see how their experience in the hiring process was. Check in and see how that 1st 90 days was. If it's not going well fix it, get them back on track. Um make changes to the process on a go forward basis so that new employees coming in end up in a better place. 90 days in. It may be one off things that you'll find. But if you get to the root cause issues for people that maybe aren't, um, didn't have the best experience and aren't in the best place and aren't having the best um experience in the role and the highest job satisfaction you go back and make those changes, they can be small changes, you can make them real time it will make a big impact. And if you think over time, if you continue to make those small changes, you'll get a better experience for each of those individuals. And again, you should drive retention. And the last piece um is a broader statement, but I think it's, it's really important from an operations perspective, but I think just more broadly in the kinds of businesses or in where businesses today and, and the businesses that we all operate um and operate within um change is sort of the new norm. And I think if you can build a culture around change, um and letting people know that that's the expectation that things will be changing all the time. And we're gonna be doing it in a spirit of continuous improvement so that we can all do better, we can all get more work done, we can get better patient outcomes. Um and ultimately have better, higher job satisfaction. Um You're gonna collectively as an organization do better and have higher retention. That's a bit of a, a bold, a bold goal. Uh But I think one that's worthy of, of thinking about from an organizational perspective. And from there, I will turn it over to back to hero. Thank you, Kevin. OK. So I'm gonna on this line talk a little bit about understanding turnover and mitigating risk. So to speak to you a little bit what Kevin was talking about um the strategies that you can implement in your organization to understand or even mitigate the risk of turnover or to reduce turnover isn't gonna look the same across organizations. It depends on where you're located, what type of staff. And I'm sure you already know this, but it oftentimes what happens is people, people will try to try to implement what they know or have seen works, but that's not always what's going to work for you. And it might actually be an expensive strategy to implement and it might not give you the results that you want, which ties into my next point around data, only data that you can collect from your organization will tell you why people are, why, why you have turnover. What type of staff are wanting to leave your organization and why and what is media strategy or an intervention timeline that you can implement to address that problem? Um So in this instance, what we try to recommend to folks is start collecting data for your organization from day one, right? Or from your for your employee from day one. So when you're on boarding employees, that's a great time to start collecting data on expectations on what they, where they see themselves going. Well, how they're finding the company culture and things like that, what their onboarding experience was like and even improve on boarding experiences from that point forward. But really how you set the tone for that experience is how people are going to um kind of fit into their jobs and be able to perform those jobs well, and you want to set people up to succeed. So that's the first thing. And then Kevin said 90 day evaluations or 90 day surveys, you want to make sure you collect that data, retain that data, take the feedback and make sure that the environment within which these folks are sharing feedback related to the organizational culture, their direct supervisors, their, their colleagues, their peers, their experience working in the workplace, um culture or environment that it it's an open space where they can share this feed feedback without feeling like they have to um be dishonest or that they have to, they, they that they can't openly sh share what they're feeling or how they're thinking about their, their role. So that's the second thing. One thing that I think I can tie into a little bit about around the high salary expectations, ties into my third bullet here is high salary expectations. So we know that burnout and you can see on the graph here, burnout is tied to um turnover among clinicians and among non clinical staff. So one of the things that healthcare is moving towards in general is being able to hire folks that are not necessarily clinicians to do the administrative and paperwork pieces and documentation pieces of things so that there's less administrative burden. So what that looks like is medical assistance. Now, a lot of the time that you that when, when folks are kind of filling these positions, they're not necessarily credential. So medical assistance is a great example to share in that way because um, medical assistants are not required to be certified in a majority of the states. But because they don't have a credential, they don't have a standardized training or a standardized set of competencies. And so it's just your luck, right. So if you, if you hire folks that are competent and have a credential or are able to get that credential, then you might have efficient processes or good documentation and you might not have to spend a ton of time and you might be introducing an efficiency, saving your provider time and then being able to support them with that person. And you don't have to pay medical assistance as much as you would potentially have to pay uh a second provider to take on more patients. But when hiring somebody like a medical assistant does for you is allow free up your provider to see more patients, spend more time with providing care to the patients, spend more time talking to the patient and then be able to hand off the paperwork to somebody like a medical assistant. So that's one way to kind of um mitigate the impact of increased salary expectations. And so instead of two providers, if you have a medical assistant and a provider or even a physician assistant and a provider, you ha you have, you're saving a little bit of money to pay your existing provider a little bit more rather than having 22, providers who are both maybe unhappy with what they're getting paid. Right. So, that's one of the strategies that you could use potentially. And then having, again, somebody like a medical assistant takes the paperwork and the administrative burden off your provider's plate. They didn't, you know, they didn't go to med school to do that, right. So they are able to focus on providing the patient care that they have studied and gone to school and done years and years of residency to to be able to provide. So that's also like more a better and more fulfilling experience for them because it is the type of work that matters, not always the volume of work that's going to lead to burn out. Um The last thing I believe I have here is the, is the need to build a culture of compliance. So I've talked about this a little bit before but having a role centered or having one person who's doing a bunch of um the the compliance pieces or regulatory pieces or even having your providers, you know, do compliance pieces to be able to say, hey, can you do XYZ trading or can you can you retain documentation or create documentation for specific types of billing or specific types of reporting? Do data entry, things like that, that's, that's generally going to burn people out and also not really build a culture of compliance. What the the culture of compliance can potential can really be kind of, I guess integrated or will really be absorbed by your organization or by the folks in your organization. Um if you create a culture of ownership, so not necessarily, people can be aware of compliance responsibilities, it's not necessarily their job to make sure that that task is performed, but they're aware of it, they own it, they make sure that any gaps identified are quickly met. And that way there's no need for policing, right? So there's no need for one person to go in and create an environment of or or or distrust where they say, you know what you need documentation because of XYZ reason. Um And I will come in and tell you off if I don't see this documentation, right? So that creates a negative space also for employees and potentially a toxic workplace culture. So to stay away from that, just the more upfront you can be with people, with your employees, even those that are not directly, like I said, responsible for performing those tasks about the importance of those tasks and how they relate to your regulatory compliance for your organization and how it impacts just everybody's well being and employee well being, the better the outcome will be and the more likely they are to own those processes and implement and want to implement them without feeling overburdened or without feeling like they have to do something because they're being asked to. So that's my final pearl of wisdom there. I think I'm going to pass this on to Taia again. There we go. Um ok, sorry about that. I had a little delay there. Um Yeah, understanding turnover is super important um to help with hiring and I actually took that on as a recruiter, which is a little bit different. I started doing those 90 day check in calls, um also started doing Exit interviews and it really helped me understand the pain points of our candidates and also how to tweak the candidate profiles that I would, you know, that I was looking for because things like if a candidate hates doing the admin work and that's why they quit being one of the top five reasons why employees leave. Um That's something that I can address and with the next candidate that I'm talking to and make sure they understand this position does have a lot of admin work and I can even go further than that and do some sourcing and actually look for candidates that are strong in that area. So doing those check in calls, those exit interviews are super helpful. Um That's actually how we created our mentorship program. And that is now a huge selling point for one of our highest turnover positions is that we created this program where they're assigned a mentor when they come in the, in the door um for their 1st 1st quarter. And I thought I, I came up with that idea because of an Exit interview where I was talking to someone that, um, you know, the job didn't work out and getting feedback from her. So it is really valuable and it can definitely help with turnover. Um, you know, as far as that administrative um task go and that being such a high reason why employees are leaving in the industry, um you know, automating those types of tasks, it's also very um valuable and that's the beauty of partnering with companies that offer, you know, that type of relief in that area. Um Another thing that I try to do is uh continuously evaluate the ideal target candidate. So I do that through a weekly call with the manager whenever I have a position that I'm working on. And, um you know, we'll talk about the candidates that they're interviewing what they liked, what they didn't like. Um I may, even if it's a new position I've never recruited for, I may even have them look at some of the candidates that I'm thinking about and tell me their thoughts on that candidate and it really helps me kind of calibrate off of that. So, um those things really help and then again, the candidate profile, even though it's the same job, it may be a different candidate profile a year from now just based on the company's growth or just where the company is at or the current climate or the industry, whatever. So it is really important to continuously uh evaluate that. Um you know, and then also being able to build your pipeline in that target skill set, maybe through associations or past employers that um were very valuable that you wanna pull from um certain certifications, um those kinds of things and also the employee referrals getting referrals from your best employees, they tend to refer other great employees. Um And then also, you know, it's really important to be able to um pivot your recruiting strategy and then assess gaps in the skill sets. Um We did this uh with our sales team. Um we had a recruiting strategy where we were hiring sales reps, basically all the different levels, you know, from the top sales rep all the way to the entry level. And we found that it wasn't working as well. And we, it totally changed our recruiting strategy to where we hire at the entry level. We created a career path and we promote within, to the higher level and it has made a huge difference. So it is really important to be looking at the bigger picture. Um And if, especially if it's a position that is high turnover and it's not really seeming to be working. Um So, uh I think that's pretty much it, some of the things I will say that um I will talk to the candidates and the, I also talked to the manager at those check ins, the 90 day check ins. Um, I'll ask some things like, you know, how's the candidate doing in the role? Um, if they're doing better or worse than we expected? Because, you know, sometimes you hire these, what you think it's like a star candidate and it's like, ok, are they really doing that as good as we thought they were gonna do? Um, it's very helpful to know that, um, also like any feedback on that type of candidate profile. Um, you know, I remember hiring someone from a more clinical background for a sales role and, um, it seemed to be working and then it wasn't and so just kind of talking through that and understanding that and then going, ok, not that we can't hire from a clinical background is perfectly great. But what do we need to be looking for for that candidate? Um, who is from a clinical background that we missed maybe, um, previously? So you just wanna be able to continuously tweak and make sure that you're targeting the right um, candidates and you, you know, can learn that through those checking calls and then asking the candidates for feedback as well. Um You know, if they need certain tools or if they have enough time to do their job, all of that is really important because those could be reasons that you lose great candidates and then it's just like you're just on this hamster wheel and it's things that could totally be avoided if you just know about it and make some minor adjustments. Um, so now I'm done next to, this is Kevin. So there's one, comment in the, in the, in the chat box about, um, finding staff that are, that are flexible and eager to learn. It sounds like, uh, is having a challenge there. Do, do you in your profiling? And um I, I believe that you from like sort of a potential perspective, if you will like what we think are people interested in able to learn? We, we do screen for that. I was wondering if you could just comment on that because I think that might be an Yeah, for sure. Thank you for pointing that out. Um If, if my, if I had to hire a manager and that like Karina, if you were a manager, I was recruiting for and you told me that I would talk to you a little more about what things they need to learn and what things they need to be flexible on. And then I would definitely create, um, well, one thing I would source for candidates that are doing those things. And another thing is I would create some questions around those, um you know, kind of behavioral based questions. Like, what have you done? Tell me about a time when and get to the, you know, to their mindset in those areas. Um I think you can really help with that in your hiring. For sure. Thanks Tanya. Mhm. I think one sorry, just to add to that a little bit. I think one thing Corina that I've seen with our clients is, is something that Tony has already spoken to, which is building an internal pipeline. So the more folks are so if, if you have complex processes that are taking, especially if so if you have, let's say like a process where you're f you're finding that um you know, it's taking a long time for folks to learn or nobody wants to take ownership or you have to put three or four people on that task and all, you know, they'll say two or three of them are new, maybe try to fill that role with an internal promotion or an internal lateral move so that people are more aware of that process, they're learning something new. Oftentimes with jobs like that, it's a little bit more or tasks like that. It's a little bit more, it's a little bit easier to get somebody who's familiar with the organization and the processes to be able to take more ownership than it is to bring somebody completely new in. And then say like you're doing, you know, these 10 things and then also like these four things are getting passed down to you as well. So I, I think maybe that might be a potential strategy for you to explore. Thanks you. So this is, this is Kevin again, let me get my camera back on here. Um And I just wanted to say thanks for everybody making the time to join us today. Um Med trainer, as you've uh heard throughout this discussion is a, a software provider that uh focuses on simplifying compliance. We have some compliance specific tools. We have a learning platform that handles all EPA and OSHA training needs that, that you would have. And um we partner closely with MCA I. Uh so certainly, um uh in terms of follow up from this, this uh this talk today, um you'll be receiving an email as Brandon mentioned, you can respond to that if you'd like to talk to someone at med trainer, either both of us here today or um other members of our team, let us know what, how we can potentially help you. Um And uh you can also talk to your mckesson rep. So we have a, again a partnership with mckesson and work closely with, with your reps to make sure that you as mckesson clients are getting uh your needs met. So with that, I'll turn it back to Brandon. Thank you so much, Kevin and thank you very much Tanya and Hira uh excellent presentation. I really appreciate your time today. Um If you do have a question, we do have a little bit of time left. So if anyone has a question, feel free to enter that into the uh Q and A to the left. Uh And while uh you're taking a look at that, I wanna go ahead and direct your attention once again to our disclaimer uh and contact information. I wanna thank you all so much for your time today for joining us. Um And I also would invite you to continue learning with mckesson. You can view upcoming webinars at M ms.mckesson.com/educational dash webinars. And once again, Kevin Hera Tanya, thank you all so much for your time today. Really enjoyed your presentation and uh to all those in our audience, look for those uh links to a replay. And um again, just thank you so much. I appreciate it.