Using Analytics to Improve Retention Presented by: Shane Douthitt, - - PowerPoint PPT Presentation
Using Analytics to Improve Retention Presented by: Shane Douthitt, Ph.D. Submitting Questions Q&A icon Questions may be submitted at any time during the presentation. To submit a question: Click on the Question Mark icon (?) on the
Presented by: Shane Douthitt, Ph.D.
Questions may be submitted at any time during the presentation. To submit a question: Click on the Question Mark icon (?) on the floating toolbar (as shown at the right). This will open the Q&A window on your system
Type your question into the small dialog box and click the Send Button. Q&A icon
The impact of turnover
How to assess and analyze the drivers of turnover
Diagnosing new hire turnover at YOUR organization
Reducing new hire turnover
Scott Mondore, PhD Managing Partner Hannah Spell, PhD Director of Research and Analytics Shane Douthitt, PhD Managing Partner Matt Betts, PhD Consultant
Shane Douthitt, Ph.D. Managing Partner sdouthitt@SMDhr.com smdhr.com/leadershipteam.html To stay up-to-date on all our research and presentations,
https://www.linkedin.com/company/strategic-management-decisions
Financial
Productivity
New Product Development (see this a lot in Pharma R&D)
Turnover
Customer Satisfaction
Safety/Compliance
Quality
Sales
Turnover & T.O. Risk HCAHPS/ Pat. Sat. 3-4% Impact
Readmission rates.
Readmission rates. – For every one unit increase in the Overall HCAHPS score, average Mortality Rates decrease by .10 and average Readmission Rates decrease by .30.
* Results are based on CMS data from 1879 healthcare organizations across the United States. ** Higher values indicate a stronger impact based on a 0.0 to |1.0| scale.
(-.10) (-.30) Decreases
HCAHPS/ Pat. Sat. Readmission Rates Mortality Rates
Survey Dimension TR Term TR Term TR Term TR Term TR Term Career Development 3 4 3 Communication 1 Comp/Benefits 2 1 Customer Focus 3 3 Job Fit 1 1 2 2 2 3 Management 4 1 3 4 1 Mission 2 2 Quality 3 Safety 3 Senior Leaders 2 4 1 1 1 3 2 Teamwork 2 4 2 Work-life Balance 3 1
Green when the same, red when different.
family and friends to this organization for employment.”
predictor of actual turnover, but the drivers are
Risk versus Actual Turnover as outcomes.
representing more than 150,000 employees.
found as drivers of Turnover Risk or Actual Turnover were: Accountability, Staffing, Tools & Resources, and Wellness. TR = Turnover Risk Term = Actual Turnover
9.2 9.3 9.1 9.6 9.4 9.1 9.3 12.2 12.4 14.6 15.2 15.8 16.2 16.8 7.9 8.1 8.4 7.8 7.9 8.4 8.8 6 8 10 12 14 16 18 January February March April May June July
Turnover Rate by Month
Organization Overall Customer Care Reps Customer Care Managers
voluntarily left the company
– Organization overall – Customer Care Reps
Category Still Employed
Difference
Supervisor 4.54 4.05
Career Development 4.38 4.04
Job Fit 4.22 3.79
Senior Management 4.29 3.91
Tools & Resources 4.32 3.95
Management 4.25 3.92
Fairness 4.23 3.92
Staffing 3.82 3.53
Engagement 4.69 4.41
Customer Focus 4.50 4.26
Work Life Balance 4.45 4.20
Teamwork 4.31 4.08
Communication 4.20 4.00
Categories in bold italics have been identified as key drivers.
improvement efforts in these areas.
Performance
(Average Rating)
Level of Impact Maintain Promote
Monitor Focus
HeatMap Interpretation 1. Focus: Low Performing | Key Driver 2. Monitor: Low Performing | Not Key Driver 3. Promote: High Performing | Key Driver 4. Maintain: High Performing | Not Key Driver
Job Fit Career Development Supervisor Senior Mgmt Tools/Resources Staffing Work Life Balance Customer Focus Communication Fairness Management Teamwork 3.5 3.7 3.9 4.1 4.3 4.5 4.7 4.9 Performance (Average Score) Level of Impact on Turnover
Maintain Promote Focus Monitor
Priority Emp
Diff Survey Dimension Item
4.36 3.85
Career Development
This company offers long-term opportunities for me.
4.52 4.00
Job Fit
My job makes good use of my skills and abilities.
4.58 4.15
Job Fit
My work gives me a sense of personal accomplishment.
4.32 3.93
Supervisor
My supervisor develops people's abilities.
4.40 4.01
Supervisor
My supervisor manages people well.
4.51 4.19
Customer Focus
I have enough flexibility in my job to do what is necessary to provide good service to my customers.
4.42 4.13
Supervisor
My supervisor is usually responsive to suggestions for change from employees.
Priority Emp Vol. Turned Diff Survey Dimension Item
1
4.41 3.89
Job Fit My work gives me a sense of personal accomplishment.
2
4.17 3.51
Career Development This company offers long-term opportunities for me.
3
4.35 3.66
Job Fit My job makes good use of my skills and abilities.
4
4.50 3.83
Supervisor My supervisor manages people well.
5
4.38 3.71
Supervisor My supervisor develops people's abilities.
6
4.41 3.74
Supervisor My supervisor gives me recognition for a job well done.
7
4.46 3.94
Supervisor My supervisor is usually responsive to suggestions for change from employees.
8
4.50 3.97
Supervisor My supervisor communicates effectively.
Red < 4.00 Green > 4.30 Career Development Career Development Job Fit Job Fit Supervisor Supervisor Supervisor Supervisor Supervisor Department Number of Responses Cust Care Rep Manager Career Development Job Fit Supervisor
This company offers long-term opportunities for me. I have a reasonably good idea of my possible career paths at this company. My job makes good use
My work gives me a sense of personal accomplishment. My supervisor manages people well My supervisor develops people's abilities My supervisor is usually responsive to suggestions for change from employees. My supervisor communicates effectively My supervisor gives me recognition for a job well done.
Supervisor 5 9 yes 2.63 3.56 2.88 2.78 2.67 3.22 3.89 2.33 2.56 2.56 2.67 3.33 Supervisor 24 7 yes 3.19 4.14 4.17 3.00 3.71 4.29 4.00 4.00 4.14 4.33 4.14 4.14 Supervisor 110 6 yes 3.33 4.58 4.23 3.33 4.00 4.33 4.83 4.17 4.17 4.00 4.17 4.17 Supervisor 11 9 yes 3.48 3.89 4.07 3.56 3.11 3.67 4.11 4.22 3.89 4.33 4.22 4.11 Supervisor 46 8 yes 3.67 4.31 4.28 3.13 4.13 4.50 4.13 4.50 4.00 4.25 4.63 4.25 Supervisor 21 5 yes 4.00 4.10 4.73 4.20 3.80 4.20 4.00 4.80 4.40 5.00 4.60 4.80 Supervisor 68 16 yes 4.09 4.44 4.55 4.06 4.06 4.44 4.44 4.63 4.31 4.50 4.50 4.69 Supervisor 30 7 yes 4.10 4.21 4.43 4.71 3.86 4.00 4.43 4.29 4.43 4.57 4.57 4.43 Supervisor 52 7 yes 4.10 4.36 3.96 4.57 3.71 4.29 4.43 4.00 3.86 3.86 3.86 3.86 Supervisor 61 5 yes 4.13 4.40 4.65 4.00 4.40 4.40 4.40 4.80 4.60 4.20 5.00 4.80 Supervisor 123 14 yes 4.14 4.61 4.67 4.14 4.50 4.57 4.64 4.64 4.57 4.79 4.64 4.57 Supervisor 72 30 yes 4.19 4.48 4.58 4.50 4.33 4.57 4.40 4.57 4.60 4.67 4.50 4.53 Supervisor 140 14 yes 4.26 4.68 4.82 4.21 4.36 4.50 4.86 4.93 4.86 4.64 4.93 4.93 Supervisor 75 7 yes 4.29 4.50 4.38 4.00 4.57 4.43 4.57 4.43 4.29 4.43 4.29 4.43 Supervisor 67 6 yes 4.33 4.42 4.42 4.50 4.50 4.33 4.50 4.50 4.67 4.50 4.83 4.17 Supervisor 113 16 yes 4.44 4.59 4.75 4.50 4.31 4.63 4.56 4.75 4.75 4.75 4.56 Supervisor 180 5 yes 4.60 4.80 4.28 4.60 4.60 4.80 4.80 4.00 4.00 4.40 4.20 4.40
Great Blog on Pulse Surveys here
Purpose of employee surveys is to: 1. Listen to employees to uncover how you can help the business 2. Diagnose drivers of business results 3. Take action to improve those key drivers 4. Demonstrate impact Apply the model to weight loss: 1. Listen to our body – this is when we would take a baseline measurement and weigh ourselves. 2. Identify the drivers of being overweight – this is when we would identify root causes of our current weight. 3. Take action to improve those key drivers – this is where you build an action plan and execute against that plan. 4. Demonstrate impact – this is when we measure to assess the impact of our plan and make adjustments to our action plan for the next three months.
Just weighing yourself more often won’t make the pounds disappear!
Web-based entrance survey that assesses the primary reasons an employee joins the
Web-based onboarding survey that assesses the effectiveness of the
as the alignment of employee expectations with reality on the job Web-based employee engagement survey that includes advanced analytics to identify the key drivers of turnover risk Web-based exit survey that assesses the primary reasons for an employee leaving the
Predictive Assessments
An new employee’s expectations of the job don’t align with their early experiences in the role There is risk in “over-selling” a role, manager, or organization in the recruiting process This is why the concept of a “realistic job preview” is important – We recommend expanding fit to include Role, Manager, and Organization Fit
– The Hiring Process – The Recruiting Process – Onboarding Programs – Employee Benefit Programs – The Career Development Process
Assess WHAT the program has achieved in terms of outcomes. Assess HOW the program is being implemented and delivered to the target population. Provide continuous monitoring of indicators of a program’s implementation.
Evaluation components in blue font can be measured with a survey.
Twelve Topics Measured on Onboarding Survey for Process Evaluation:
1. Recruitment/Hiring Process 2. Expectations 3. Orientation 4. Career Development 5. Job Fit 6. Manager 7. Mission/Vision 8. Tools/Resources 9. Teamwork 10. Welcome 11. Work-life Balance 12. Engagement
Program Outcomes
(e.g., new hire turnover, time to proficiency)
ANALYTICS
hire turnover
What drives turnover?
What drives time to proficiency?
Is it working? Why is it working? How big is the impact?
Entrance
Process Feedback 30 Days
90-120 Days
Web-based entrance survey that assesses the primary reasons an employee joins the
Web-based onboarding survey that assesses the effectiveness of the
as the alignment of employee expectations with reality on the job Web-based employee engagement survey that includes advanced analytics to identify the key drivers of turnover risk Web-based exit survey that assesses the primary reasons for an employee leaving the
Predictive Assessments
Reasons For Joining Rate each of the 21 items on how important it was in your decision to accept the job offer. (1 to 5 Importance)
New Hire Expectations (1 to 5 Agreement)
30 Day Onboarding (1 to 5 Agreement)
hiring process.
be doing in this role.
10.My workgroup helps me feel welcome in my new role. 11.I like the work I do. Reasons For Leaving Rate each of the 26 items on how important it was in your decision to leave the organization. (1 to 5 Importance)
Employee Experience (1 to 5 Agreement)
Entrance Onboarding 30 Day Onboarding 90 Day Exit
90 Day Onboarding (1 to 5 Agreement)
description.
10.I thoroughly understand how my job contributes to this organization's mission.
– Employee Surveys, New Hire Surveys – Actual Turnover
New Hire experiences were measured at 30 and 90 days post-hire Surveys were identified, but confidential Turnover data could then be merged into the survey data to flag new hires that had subsequently left the organization The turnover data was then used as the outcome in a logistic regression model with the survey topics as potential drivers
related to whether or not an employee left the organization
Survey Category Still Employed Turned Over Difference (Term-Emp.) Expectations Index 4.43 4.13
Tools & Resources 4.12 3.83
Welcome 4.38 4.13
Work-life Balance 4.33 4.08
Onboarding 4.36 4.12
Manager 4.37 4.16
Mission 4.40 4.24
Recruitment 4.31 4.18
Priority Category Item
Expectations My experience in this job is consistent with how the job was explained to me during the hiring process.
Welcome I’m treated as a valued member of my work area/department.
Tools & Resources The tools and resources that I was provided enable me to do my job well.
Welcome My workgroup helps me feel welcome in my new role.
Survey Category Still Employed Turned Over Difference (Term-Emp.) Onboarding 4.35 3.94
Engagement 4.53 4.13
Tools & Resources 4.21 3.81
Welcome 4.47 4.10
Teamwork 4.45 4.11
Job Fit 4.21 3.90
Mission 4.43 4.13
Manager 4.20 3.91
Work-life Balance 4.21 3.92
Priority Category Item
Mission I understand how my role supports the mission of this
Welcome This organization helped me feel welcome in my new role.
Mission I see our values demonstrated in everyday interactions with others.
Onboarding - Manager Support The person I report to has been supportive during my
Job Fit I like the work I do.
Work-Life Balance My workload allows me to have an appropriate work-life balance.
Expectations The reality of my job is consistent with what was presented to me during orientation.
Tools & Resources The tools and resources that I was provided enable me to do my job well.
The strongest item driver from the survey is about the realities of the job being aligned with new hire expectations. Focus on realistic expectation setting. When the job experience of a new hire differs from that which the employee believes he/she is entering into, they are more likely to leave the organization soon after hire. New hire experiences of being treated as a valued member of the team are important to turnover. Ensure that managers and team members are creating a welcoming environment for new hires. Having the necessary tools and resources is an important factor in new hire retention. Ensure that new hires feel they are well equipped to being their jobs successfully. Connecting new hires to the overall mission of the
factor in new hire retention. Ensure that new hires understand how their role is connected to the mission of the organization; Managers and colleagues must demonstrate the core values of the organization on a daily basis.
Priority Category Item 1 Tools & Resources The tools and resources that I was provided enable me to do my job well. 2 Engage- ment I’m treated as a valued member of my work area/department. 3 Mission I have a sense of belonging and connection to the XYZ mission. 4 Manager The person I report to provided me with clear job performance expectations. 5 Manager The person I report to helps me understand how the work I do contributes to the patient experience. 6 Mission My daily work is meaningful.
30 Day Onboarding
Priority Category Item 1 Tools & Resources The tools and resources that I was provided enable me to do my job well. 2 Manager The person I report to has been supportive during my onboarding. 3 Teamwork My coworkers demonstrate high quality care/service. 4 Engage- ment I am proud to say that I work for XYZ. 5 Teamwork My coworkers and I work well together as a team. 6 Manager The person I report to helps me understand how the work I do contributes to the patient experience. 7 Manager The person I report to has regular conversations with me about my performance.
90 Day Onboarding
Priority Category Item 1 Safety Climate I would feel safe being treated here as a patient. 2 Mission I see our company values demonstrated in everyday interactions with others. 3 Safety Climate I know the proper channels to direct questions regarding patient safety in this work setting. 4 Mission We consistently demonstrate our core values by how we treat our patients, their families, and each other. 5 Manager The person I report to creates an environment of trust. 6 Manager The person I report to provides recognition for employees who do a good job.
Annual Survey Onboarding Recommendations
Overall Recommendations
– Starting with recruitment, set realistic expectations about the job, responsibilities, hours/schedule, culture, the organization, and any other relevant aspects of the role – Work with managers to get a full understanding of the role to prepare new hires before they begin work
2. Valid selection process
– Understand the skillset needed for the position – Use a standardized process to assess candidates
3. Measure new hire experiences
– Use analytics to understand the drivers of premature turnover – Action plan with hiring managers on key drivers of turnover
factors that drive turnover are often very different by stage
entrance and onboarding surveys
across the lifecycle
Irwin/McGraw-Hill. Mitchell, T.R., Holtom, B.C., & Lee, T.W. 2001. How to keep your best employees: Developing an effective retention policy. Academy of Management Executive, 15, 96-108.
Management Journal, 45, 587-597. Huselid, M. 1995. The impact of human resource management on practices, on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38, 291-313.