Category Archives: Workforce Development

How do you rate the value of your employees?

MBA case studies and successful executives will always advocate hiring the best person possible. Most sports teams draft the best player available, regardless of their position and the team’s current needs. This process gets a lot of ink and virtually every healthcare employer has a plan in place.

But how do you rate the value of your current employees? What are the core traits that indicate someone is special, ordinary, or a weight? Something clear, measurable (defensible), and simple enough that we’ve not dropped another task on an overworked management team. I propose it’s as simple as adding value.

The housekeeper that cleans well is ordinary. They are doing their job – well. That’s expected. This applies to a RN, therapist, tech, patient account rep, everybody. The housekeeper who, while his/her job well, see a problems and gets it resolved (either personally, or through the appropriate department) is special. We all need to know who are the special people in our organization. We need to reward special so much that special starts to look ordinary!

Identifying special behavior is pretty simple – just ask the person. You don’t need another management training program. There are no new metrics to measure, track and trend. It doesn’t mean the special person has to be promoted. An employee that goes one step out of their way to make something better, will value someone else going one step out of their way to acknowledge that behavior. This is because the way we show love, is the way we want other people to show us love.

Tags: ,

Do you know your minimum acceptable turnover rate?

Every employer that strives to increase productivity and minimize expenses knows some turnover is desirable. Have they told that number? You should ask, if you’re being held accountable for staffing, productivity or costs.

When was the last time you ranked all your staff, top to bottom, with no ties? It really puts your values to the test. Does your Manager agree with your values? Hard to effective if they don’t. Who are the first and last people you’d want to lose?

Certainly value and potential are considerations for mentoring, training and raises. But if you really want to make an impact in your organization, ask upper management what percent they’d like to have replaced annually. The bottom 10% seems like a no-brainer. Somewhere in their core values or strategies it mentions staff quality. Do they want you to replace the bottom 2-3 employees? It really puts their values to the test.