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Rick Cornwell , Career Development Coordinator, UPMC Hamot Human Resources Erie, PA

NATIONAL COUNCIL FOR WORKFORCE EDUCATION ANNUAL CONFERENCE OCTOBER 21, 2012  LONG BEACH, CA. Rick Cornwell , Career Development Coordinator, UPMC Hamot Human Resources Erie, PA Randall Wilson , Ph.D., Senior Project Manager Jobs for the Future, Boston, MA. AGENDA CareerSTAT Background

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Rick Cornwell , Career Development Coordinator, UPMC Hamot Human Resources Erie, PA

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  1. NATIONAL COUNCIL FOR WORKFORCE EDUCATION ANNUAL CONFERENCE OCTOBER 21, 2012  LONG BEACH, CA Rick Cornwell, Career Development Coordinator, UPMC Hamot Human Resources Erie, PA Randall Wilson, Ph.D., Senior Project Manager Jobs for the Future, Boston, MA

  2. AGENDA CareerSTAT Background What Hospitals are Investing In Why Hospitals are Investing How Do We Know It’s Working? Discussion: the Investment Case in Today’s Health Care Environment

  3. WHAT IS CAREERSTAT? An initiative to promote investment in frontline worker skill and advancement A guide to how providers are making the case for investing, using business metrics An organizing tool for making the case to wider audiences An invitation to discuss your business case for workforce investments

  4. HOW WE WROTE THIS GUIDE Built core leadership team of hospital executives and workforce professionals Developed questions and designed research with employers’ input Interviewed over 25 hospital leaders Consulted current literature on metrics Revised with employer feedback

  5. WHY THIS MATTER NOW “Learning to learn” essential for all Need to improve care at lower cost New models and settings for care demand new measures of value Help in taking good practice to scale

  6. WHAT HOSPITALS ARE INVESTING IN Career advancement Enhanced training and skill development Educational supports Reorganizing work and HR policies

  7. HOW HOSPITALS ARE MAKING EFFECTIVE INVESTMENTS Make learning accessible to workers Adapt to shifting needs, opportunities Leverage internal, external investments Engage leadership, build capacity

  8. WHY HOSPITALS ARE INVESTING Addressing HR & labor market challenges Building employee engagement Improving performance Aligning practice with the organization’s mission and values

  9. ADDRESSING HUMAN RESOURCE CHALLENGES Improving retention, filling vacancies Building a pipeline for higher skilled jobs Supporting new business lines Metrics: Turnover and vacancy rates; temporary agency usage and expenses; recruitment costs

  10. BUILDING EMPLOYEE ENGAGEMENT Empowering with knowledge—“know why,” not just “know how” Breaking down hierarchies, building teams Being an employer of choice Metrics: Employee engagement, satisfaction Attendance (absenteeism); turnover rates

  11. IMPROVING STAFF PERFORMANCE Patient satisfaction with experience Upgraded clinical standards Increased productivity and quality Metrics: Error rates, readmission, patient satisfaction scores, reduced safety incidents

  12. ALIGNING PRACTICE WITH ORGANIZATIONAL MISSION Creating opportunities for all Supporting strong communities Diverse staff inclusion = better care Metrics: Portraits of individual progress; diversity by occupation; word-of-mouth recruitment

  13. BUILDING THE BUSINESS CASE WITH DATA • UPMC Hamot (Erie, PA) PCA Pilot • Recruited low income community residents • Extensive pre-employment preparation (job readiness, career advising, clinical course) • Intensive coaching and support on the job • Result: Turnover down from 23% to 8% • Impact: May replicate corporation-wide

  14. MEASURING RETURN ON INVESTMENT • Health Careers Collaborative (Cincinnati, OH) • Studied Associates and Certificate degree programs • Compared costs and benefits for hospitals • Compared turnover, absenteeism for participants and comparison group • Result: 12% return—powerful case during budget cuts

  15. BUILDING CAPACITY FOR MEASUREMENT • Norton HealthCare (Louisville, KY) • Created tools in-house to track workforce needs and program impact • Helped target investments to critical areas • Impact: turnover in program grads 5%, vs. 31% for non-program • Savings of $5 million

  16. USING CAREERSTAT IN OTHER INDUSTRIES • Similar recruitment and retention challenges • Pipeline development • Cost savings (ROI) • Positive employee engagement • A trained and professional workforce • Competitive advantage • Community reputation • Employer of choice • Reduction of “brain drain” • Enhanced customer satisfaction

  17. CHALLENGES TO USING METRICS What do we value? (Deciding what to measure) Compared to what? Can we get the data? Connecting the dots Do we need ROI to make the case?

  18. MAKING USE OF CAREERSTAT Review these metrics against your own Don’t reinvent the wheel—make use of this network and their experiences Define and disseminate new metrics Foster business-to-business learning Find allies and move the policy debate

  19. OPEN PANEL DISCUSSION WITH Q&A

  20. Randall Wilsonrwilson@jff.org TEL 617.728.4446 FAX 617.728.4857 info@jff.org 88 Broad Street, 8th Floor, Boston, MA 02110 122 C Street, NW, Suite 650, Washington, DC 20001 WWW.JFF.ORG www.nfwsolutions.org

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