Nnhsc Recruitment and Retention Plan

Nnhsc Recruitment and Retention Plan

NNHSC RECRUITMENT AND RETENTION PLAN

Recruitment:

Every attempt will be made to recruit and retain a culturally diverse workforce of qualified candidates to fill available openings, ensure equal employment opportunities and maintain NNHSC’s policy of non-discrimination with respect to religion, color, sex, national origin, age, veteran or marital status, or physical or mental disability, or other legally protected classes except where a bona-fide occupational qualification exists.

NNHSC seeks to recruit a workforce sensitive to the mission, vision and population it serves.

Recruitment Goal:

To recruit staff this year based on resignations, terminations, attrition or growth.

Strategies:

  • To concentrate our efforts on health care professionals who are completing training programs, government obligations or military service.
  • To anticipate the competition by contacting prospects early and participating in compensation and benefits surveys to ensure our salaries and benefits are competitive.
  • To have a continuous schedule of recruiting efforts.
  • Work closely with representatives from NHSC and IPHCA to post open positions and get referrals of available healthcare providers with obligations.
  • Work closely with representatives from our networking hospitals, NMH, CMH and Michael Reese for possible referrals of qualified candidates.
  • Post available positions with universities, radio stations and nursing schools

Structure:

  • All recruiting efforts within the organization will be coordinated through the human resources department.

Ongoing Activities:

  • Review resumes and application and pre-screen candidates
  • Complete follow-up action with candidates who have interviewed
  • Obtain legal contracts for healthcare professionals who will commence practice
  • Generate hire letters for post offer candidates
  • Attend as many in-state health professional recruitment fairs as possible

Scheduled activities:

July - August

  • Meet with director of finance to review budgeted positions for the next fiscal year
  • Meet with executive director and director of finance to establish recruiting priorities
  • Establish recruiting goals for the fiscal year
  • Meet with HR team to develop department strategies

October

  • Meet with HR team to review recruiting efforts
  • Quarterly meeting with director of finance to discus recruiting goals

January

  • Meet with HR team to review recruiting efforts
  • .Meet with director of finance to discus recruiting goals

April

  • Meet with director of finance/executive director and medical director to review manpower needs

Retention:

It is the intent of NNHSC to retain and enable our staff to reach peak performance. We depend heavily on the performance and quality of current employees. Current employees have specialized, institutional knowledge.

We recognize the costs of employee turnover, including hiring costs: time spent in screening, verifying credentials, references, interviewing, hiring, and training the new employee. In addition there are the hard costs of productivity loss. Replacement costs usually are 2 l/2 times the salary of the current individual, and may include lost patients/clients and business and damaged morale.

Strategies include:

  • Courtship – Addressing the initial phase of the relationship, courtship gets you, the department, and your new employee started on the right foot.
  • Coaching – Building confidence and competence through training, encouragement and education,
  • Communication – Linking people and tasks together, communication is the open, concise exchange of information that promotes good morale and a feeling of contributing and belonging.
  • Compensation – NNHSC participates in several compensation and benefits surveys to assure NNHSC is competitive. Compensation to employees comes in many forms above and beyond the rate of pay, NNHSC has a broad fringe benefit program which adds substantially to wage income.
  • Collaboration – Working together in joint intellectual efforts, collaboration creates a sense of connection through shared experiences, responsibility, and success. (i.e., Q.I. committee, Diabetes Collaborative, Integration Committee). Developing an employee who feels like a member of the team results in longevity.
  • Commitment – Demonstrate commitment through empowerment, building trust, frequent feedback, appreciation, recognition, and not taking an employee for granted.
  • Continuous Improvement – Updating skills, knowledge, and abilities, continuous improvement and employee development help an employee to avoid the possibility of professional obsolescence.

Strategies already available at NHSC:

  • Ability to use pre-tax money for medical expenses or day care.
  • Paid time off including vacation, sick time, personal holidays, 9 paid holidays annually and continuing education time.
  • Family Leave Benefits
  • Pension plan after one year of employment, vesting after 5 years of employment
  • Short and long term disability plans

Strategies that influence retention include:

  • Employee respect
  • Involvement of employees on committees
  • Clear corporate goals
  • A participative management, i.e., monthly staff meetings)
  • Creating partnerships with key sources in order to foster training and development (i.e., the Alliance of Chicago Learning and Empowerment Program)
  • Extensive orientation program to inform all new personnel about the advantages and benefits available at NNHSC
  • Valuing employees
  • Employing innovative measures to retain a culturally diversified workforce
  • Developing and nurturing future leaders

Other strategies that promote retention include:

  • Employee recognition and award program
  • Flexible hours work schedule
  • Exit interviews
  • Employee family activities, summer outing
  • Open communications – Employee Suggestion Program, employee newsletters (ICE and Tids and Bits
  • Employee Assistance Programs (counseling for everything from drug and alcohol problems to family and financial counseling).

Rev. 6/01, 7/06

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