Hello, everyone, we're going to give everybody a couple of minutes here to log on to our webinar today. As we continue through this afternoon, see some people here populating in. All right, well, thank you all for joining today's HCCI Intelligence webinar, the art of attracting, recruiting, and onboarding the right talent for your practice. My name is Dana Crosby, I'm the Senior Director of Engagement and Practice Development here at HCCI. I'll be your moderator and your co-presenter for this event today. Before we begin our slides, I want to cover a few housekeeping topics. All participants are muted, but please use the chat functionality on your screen to submit any comments and or questions that you have throughout the presentation. We will address all of those questions at the end during our Q&A session of our webinar. And last but not least, we will be recording today. We will place that on our HCCI Intelligence Learning Hub along with today's deck and any supplemental handouts that go with today's presentation topic. I want to take just a quick minute to introduce you to Home Centered Care Institute. We are a national nonprofit with a mission that's advancing home-based primary care to ensure that medically complex patients have access to high quality care in their homes. We do that through education, consulting, our research, and our advocacy efforts. In addition to me today, you will be joined by Dr. Paul Chang, he is the Senior Medical and Practice Advisor for Home Centered Care Institute, as well as the Medical Director for Northwestern Medicine's Home Care Physicians. And he has recently made his 36,000th house call. It's a large number and that's a lot of experience in there. So I'm excited to have him join me today for this very valuable topic. We have three objectives that we want to accomplish. One, describe how to use branding and communication to establish a practice as an employer of choice. Identify tools and resources that attract the right talent for your practice, and discuss the importance of documenting and implementing an effective onboarding process. So we're going to start today with talking about the employee lifecycle. So as we talk about the lifecycle of the employee, it really involves five really steps or areas. One is attracting talent. How do you become the place to work at? After attracting, how do we recruit them? How do we hire the right talent for our practice? As well as once we've attracted the talent, recruited the talent, how do we onboard them and make them feel welcome into our practice or program? Today we're going to talk about in-depth attract, recruit, and onboard, but also within the lifecycle is develop. So how do we continue to support growth of our employees and ensure that they're growing both professionally and personally? And then last but not least is two things. How do we retain talent? How do we do that? What does that look like? What does that feel like? And if people exit, why? Are we looking into the why? Is it some improvements or opportunities or gaps that we have that we can look at and taking that feedback and really going back to your staff and your program and implementing some pieces? So as we talk about the employee lifecycle today, we're going to talk about those key components that really are needed and skills and resources as we walk through this employee lifecycle. Again, you know, really those first three. So as we look to attract talent, we need to know several things. And one of them is we need to understand what roles are we trying to fill for and what are the competencies for those roles? Now, the roles within a practice could be anywhere from a provider who's providing care to someone who's a practice management who is looking at the more operational pieces, as well as MAs or schedulers or those other positions that really make up and support and ensure that the practice and program is running effectively and we're making sure that we're creating an environment for valuable care. And as we think about some of these competencies after over different roles, we really want, you know, especially for our providers to have advanced clinical knowledge and reasoning skills. They have to be competent in assessment, you know, diagnoses and various procedures that could be phlebotomy, joint injections, wound care and debridement, hospice and palliative care, care for the chronic and acute illness that's typical for older adults. As we know for home-based care providers, we are often in the field alone or with a very limited staff with us, if any, and really responsible for communicating back to our office or whatever we, you know, call an office. And then, you know, a commitment to integrity in order to provide safe and quality care for our patients within a home setting. When providers or staff are invited into a home to provide care, you're really essentially getting an invitation into their life. You are getting to meet their family. You are getting to see what their surroundings look like. And getting a firsthand look of how things look. And that takes a lot of trust. That is a vulnerable position for patients to be in and their caregivers. But that also gives you power. And that power comes great responsibility. And that responsibility is to remember, you know, to have integrity and professionalism as you're giving this care in these type of environments. Also, able to work independently. But also skilled in relationship building. That could be communicating interpersonally or collaboratively across your team. We often find, you know, providers are independent throughout their day. But then what may occur is they are, you know, spent on a dime where they have to address or pick up a phone and have more of a collaborative conversation. Maybe back to their office. Maybe it is a fellow provider that is helping provide the care in a person interdisciplinary in care. And a keen attention to time management is very important. Organization and handling multiple priorities. We all know that it takes a special person to work in home-based care. Whether that's providing the care directly or supporting the care of our patients. And that really means that we can operate at times with little less support than others. And we have to be kind of a jack of all trades. And then, you know, as we look for talent, you know, we obviously want them to be excellent in written and verbal communication skills for a multitude of reasons. So as we look at competencies, these are, you know, really your five biggest most general ones here that can help. And as we talk about and define competencies for the roles that we're looking for, we also want to make sure that we are looking at qualities. What are the qualities of working in home-based care? We spoke earlier, I did, about integrity. You know, you're coming in or we're coming in as home health care, and I think we've not, you know, have always had the best reputation for home health. So it's our role to really make sure that we bring the mission and the value of what home-based care really is, and how it can be effective, and how it can help patients and caregivers and families. We need someone who's intellectual, you know, they have to have a vision for the future and an understanding of what the current state challenges are. And that could mean intellectual from, you know, a medical director all the way down, you know, to someone who's actually a scheduler. I've never been one to believe that your title gives you power. I think a person who is open to change and influence and our leaders can come and bring that and drive that piece. And I think that's very important. Also analytical, you know, we need to have problem solvers out there. We need to make sure that, you know, as we're looking at our own analytics, that we're reaching out to others to help us solve problems as we kind of go across, you know, our practice. And again, a communicator, you know, they need to be clear, honest, and positive. In these roles, there is communication happening all the way from patient to caregiver to family to fellow providers who are helping make up all of the care. It could be community resources, our own office staffs. And that's very important to make sure that that communication is positive and everyone has an environment to really speak out. And then, you know, as we talk about interpersonal skills and communication, that's really how do we exchange information? And that also means our feelings and both verbally and non-verbally. So it's very important that as we look to recruit and interview and hire candidates, that they have those interpersonal skills to be able to provide those things effectively. And then, obviously, empathetic. We are providing care for individuals who are chronically ill with some very complex issues and in a setting that has to have some empathy and put into our care. And resilient. I believe that this is probably one of the most important qualities of home-based care. HPPC is not for, you know, the weak. It is hard work and there's a lot of challenges. And it doesn't fit all the protocols or the normal protocols. So you have to be resilient and your staff has to be resilient as we, you know, look for roles and qualities of those that will really come in and impact your program. We also need to take into some considerations, you know, obviously, education expertise. That could be anywhere from, you know, obviously, licensures for clinicians to DEA certifications. If it's a bill or a code or maybe it's someone you're wanting to be certified in billing and coding or RCM. You know, an active driver's license. I know some house calls have the benefit of having MAs or other staff driving providers to their locations, but not everyone has that or is afforded that or wants to take that approach. So making sure that people who are driving are able to. Taking into consideration of physical ability and by no means am I saying or saying that you cannot recruit or bring on someone who has some type of limitation physically. It just means that the person just needs to be able to meet the same requirements of the job on being physically mobile to either lift, push, or pull somewhere around 20 pounds. And then really having someone who's unique and understands the uniqueness of the work environment they will be in. And again, you know, in these roles, as we enter people's houses, we're encountering pets, safety challenges, environmental issues, it could be hoarding and unpleasant odors. Those things, again, you know, when you look at this as a whole, it takes a really special individual all the way down again from provider down to, you know, our administrators that are in the practice making it run every day for us. So as we've identified a little bit about competencies, qualities, and considerations and kind of establish what are we looking for, what type of person. We now are needing to go out and we need to attract that talent. How do we say, okay, we're here, we're the place that you want to come work. So this is where we really start talking about branding and messaging. As you are branding your practice now or program, this branding could be on your website. This could be on collateral that you are passing out. This could be as simple as on the back of your business card. There's multiple ways to brand your program or practice. And as you look at branding, you want to make sure that you have clear images, you have graphics that can tell your story. If you have the ability, and we're going to look at a couple of websites here to have a very, what I would call a very deep and rich website, you can attract talent just by simply conscious or unconsciously on your website and within your branding throughout your practice. We're going to talk a little bit about that here in a minute. You want to make sure that your message is personable, it's inclusive, and it's welcoming. If you guys were in the room, I'd take a poll, but you find out that what we tend to see is when someone applies for a job or they want or they're interested in applying in a job and they have identified somewhere that's a work career place they want to go to, they often go to the website. They'll go quickly to this program. What is that about? About us, contact us. What services do you provide? So that website is primarily for your patients, for your community, for other partners. But really, don't forget, that's also a place that can speak to the talent, either your current talent or potential talent. So whether, again, it's delivering these messages and branding through your website or delivering it through collateral, it's really important that you're looking at those pieces and you're understanding how to brand and how to message to really get across to people and differentiate yourself and have that welcoming environment. With that said, I'm going to take us a little bit here to HCA Healthcare. Now, I recognize that not every program and practice is the same. Some programs are underneath what I would call a large umbrella within an academic organization or somewhere that has a separate HR department and legal department and marketing department and video department. And then we have individual practices that function, maybe have more limited resources or understanding of how to create websites or branding and what that methodology looks like. But if you look at HCA Healthcare, they have a pretty rich and in-depth website. There's quite a few things that I really appreciate about this website. And one is the first thing you see here is really a video. And it's a video that is very moving. And it kind of transforms you in a minute and 20 seconds to, oh, my gosh, what this would look like if you came to work here. What would your day look like? What is this company or this organization trying to communicate out? And so as you look at this piece, in addition, you can go down here. And one of the other things that I really like about this website is they tell you, learn what it's like to work for us. So they've given this prominent piece that's geared, obviously, through patients and others. But now they're also giving some real estate. And we're giving this to really their recruiting department or HR department. And the things that really stands out to me on this site is, A, that they tell you, hey, come learn about us. Come learn what we do. And then if you click here, not only do you get to learn about what they do, they've used some really key words to soften or make it feel a little bit welcoming. For example, they encourage people to come to their career site. And they call their departments families. And that could seem like something that's very minor. But some of these subtle verbiage usage can soften and make it feel more welcoming. It's not come work for the department. It's come work for us in our job families. And then on top of that, they say, hey, come view our job families. Here are all the families we have. Go join the nursing family. And this is what it would look like or seem like or feel like to work here. This is great for candidates who are really coming in. They get to see an organization with a deep dive that not only gives them a job board, a place to apply, which we'll talk about later, but really through branding and messaging and opportunity to speak to people who may wanna come and apply for their jobs. We also recognize that everybody does not have a large department. They're independent, they're on their own, they are running this practice outside of a larger organization. That does not mean that you can't use images, graphics, and branding to make people feel welcome. For example, I'm gonna take us to another website. This is Mason Dixon Mobile Medicine out of Virginia. Great video here, really giving an image that is a little more modern to providing care in the home. In here, the things that are really important and that the smaller practice has been able to do is brand. And they've been able to use graphics here to be able to say, hey, we are welcoming to the LGBT community. If you are a patient or a caregiver or a family member who has someone who would feel more comfortable in that type of practice that can be open and welcoming, this is the place for you to come. In addition, they've added their mission, their vision, and their values. So again, yes, this place was created for patients, for community resources to advertise their services and their offerings, but is also a place where potential hires or applicants, candidates and future staff will likely come to and they will visit. And this is what they will visually see and this is what they will interpret either consciously or subconsciously. So to underscore, it's just really important to make sure that as you are communicating and branding, you're using some of these methodology to do so. So with that said, let's talk a little bit about, okay, we've identified the type of talent we need, the competencies we are putting out, whether it's website, collateral, welcoming and a well-branded messaging to attract talent in. But then the next step in that is, hey, we need to create a job profile because this is what's gonna be used to communicate and we're gonna talk about the way to do that here shortly, but this is how we are gonna position your opening to candidates. Notice I said job profile and not job description. A job description can be three to four pages with just a list of activity after activity after activity. What you wanna do is create a job profile that's a summary. You want it to be engaging. You don't want it to read like a job description. It should contain relevant information for the open position, but just relevant, not three paragraphs of everything that this role is gonna have to do in their position. Yes, you wanna describe what are the deliverables and what are the outcome of the roles? We want someone, come here and this is what we want you to deliver for us. This is what that role, the outcomes of the role look like, not the activities and how to get there. And then just include essential duties and responsibilities. We've seen a trend where people have requirements versus nice to haves. There's a lot of data out there that tells you, you know, women actually 75% of the time, if they do not meet all the requirements of a job profile, they don't apply. And so you wanna make sure that as you are drafting these job profiles, they're succinct, they're engaging and they're not four pages of just tasks, tasks, tasks. Some of the components that you wanna remember to have in there is obviously the job title. A brief job summary, only an outline of your main aspects and don't put a list of activities in a to-do sheet. Job requirements, again, stress what the requirements, the true requirements are, you know, that would potentially be, you know, an education, a license, you know, a certification and try to not have a long list of requirements when half are kind of must haves or versus nice to haves as you look to build a job profile. Provide company information. Again, this needs to be short and succinct. Most people are gonna go to your website if you have one or somewhere else to get information on your company. You don't need to use a long paragraph to explain what your practice, your organization is about, not here. The other thing that's very important is job benefits. We all know, especially in this day and age, compensation is not the end all be all. There are many other things that are driving applicants and candidates today that could be flexibility and work time if available. You know, what if any 401k financial pieces are involved? How much PTO is there? Is it unlimited? Do you only get two weeks? Do you have benefits, medical, dental? Do you pay for, you know, membership to a gym? These are all pieces, you know, of information that should be included in benefits of the job. It could even include supporting, you know, advanced professional development and getting behind that. So those are all key things that you do wanna list in that job profile that are above and beyond compensation. You wanna also put a call to action. For some organizations who do not have their own career board or our own job board, you can still put verbiage on your website on how to contact you either directly to fill out an application or link to a job board that you have this posting. Last, you know, the second to the last I should say is pay range. There's a lot of conversation by a lot of people. Do we put it out there? Do we don't? I don't want, you know, people to be discouraged if it's not the right, you know, range. You know, I'd rather just keep it ambiguous and then get more applicants. And that is not the case. What we find is if you put a range bottom to top, you actually get more candidates because they're very clear on what that range is and if and when they fit into it. And last but not least is using and creating a diversity, equity and inclusion statement. If you do not have one, please create it. And if you have one, it is very vital, you know, currently and at all times to really help people understand that, you know, if you have a DEI statement at the bottom of your job posting, that is a message that, hey, we welcome people who are diverse. We treat people equitably, not equally, but equitably at our practice. And we include people in our practice. Now that could be our staff. That could be our patients. It's in multiple places, but those are very key pieces that really come in, that really create the sense of belonging. And sense of belonging will help drive the right talent to your practice and ensure that they fit in with your values and your current team's values. So after we've drafted a job profile, you know, and we know that these things increase engagement, where do we go next? What do we do with it? Where do we advertise? Where do we plaster this poster out there that everybody knows this is what I'm hiring and this is what it looks like? There's a couple of ways to do this. First, I like to split it into electronically. These are your job boards. And, you know, we have some general job boards that are out there, Indeed, LinkedIn, ZipRecruiter, JobVite. Most, if not all of those are free of charge. You can post your positions. You can link to those postings. You can do quite a few things in each of these. We'll talk about those in a minute. And I would encourage you, if you are looking for a position that you post in one of these, I would say general boards. They get a lot of visibility and also drive candidates to you. The other place is what we call specialized job boards or niche boards. And these are boards that are specifically to an industry that in addition to these general job boards, these are places that you can go and post your positions within the medical community. General American Medical Association has a career board that you can post jobs for. AMA, American Medical Association, American Association of Nurse Practitioners of America, Geriatrics Healthcare Professionals, AAFP of Family Physicians, Career Vitals, Hospital Careers. These are all specialized job boards that can help you saturate your market and really hone in on the specific talent for your practice that really you're looking for. Other places to look for candidates is posting in social media. That could be your personal LinkedIn page. It could be your organization's LinkedIn page. It could be through if you have Facebook, LinkedIn, or I'm sorry, Facebook, Instagram, these other social media avenues. Where do you market? How do you market? And again, you could do this individually or through your practice or programs connections. And again, you can always advertise on your website if you have one. It does not have to be an elaborate career board. If due to resources and approach, you only have space or the ability just to be as simple as, hey, contact this number if we're currently hiring for these roles. If you're interested, please contact our practice here and someone will get back with you. Similar to when you put it out there for potential patients to contact you, it's the same here for those that you wanna bring into your practice. And also look for ways at local associations or organization websites. Maybe there is a local palliative hospice association that is in your area. And that talent pool has what we call transferable skills. Do they allow for posting or advertising for positions on their websites or through their electronic collateral? So a lot of these places electronically are available and oftentimes free. I'm gonna preface this last piece of information with I don't work for Indeed, but I do wanna share with you that Indeed, in addition to you posting your job, you can have and apply through those applicants. You can have them complete skills assessments. You can set this up to where they can assess what is their functionality or level of proficiency at Excel, Word, customer service, attention to detail. So these are assessments that are free and available. You can attach to your job postings inside of Indeed. In addition, Indeed has rolled out some job specific assessments and skills. For example, they have nursing assistant skills and that's able to, through this process, the candidate takes an assessment and allow you to provide, providing nursing aid to patients using knowledge of equivalent or relevant equipment procedures. How or do they, can they measure traits that are important for the success of nursing assistants? And how would they respond to scenarios with patients? So again, as you're thinking about posting both on these broader job boards, such as Indeed, keep in mind and really understand what functionality do they offer and how can you utilize it to make your process easier and more importantly, reach the right candidates for what you're looking to hire into. So we have what I call passive electronic. I've come out here, I've spread the word, people can come to me based on what I've posted on various avenues. But then there's also the more active. How do you go out and pursue people? That is always an option for you to build relationships. And I like to tell people, you're always looking for talent, whether you're looking for talent or not. Meaning as you build relationships throughout your program, your practice, keep in mind that those that you're meeting with or interacting with you, that person is a potential hire. And I'm not encouraging anyone to go poach employees across your health system or organization. I'm just saying, keep in mind that you are representing yourself and your department or your program or practice. And as you look to build your team, you always wanna have a very good relationship with people throughout your health system. And then even other practices, you can always build those relationships. It doesn't have to be a competition or in a competitive market. It could be in the spirit of sharing talent and what's not the right talent for one practice may be for another practice. Again, going out and looking at associations, your community resources. Are you, you're reaching out then most likely for referrals. They can also be a great place to start talking about and looking for and sourcing staff and candidates to come into your organization and practice. There are a lot of career centers in your academic associations or institutions within your health system. Tap into that, build those relationships, know who those people are. Even if you're not hiring today, I'll guarantee you, you will be hiring in the future and you're gonna be thankful that you have these relationships that you can go back and leverage. That includes any type of word of mouth. And then staff referral bonus. If you're not offering it, consider it. Your staff is a great source of recruiting. They know your program or your practice. They know the culture. They know more than others who will and won't fit in. They also will know people that they may know personally and or professionally that may be looking to join a role that you're advertising. So it's very important if you're not already, start considering having those referral bonus from your staff. I recognize that some programs and practices do not have a very deep resources and may require to go outside of your four walls to get some support with staffing. There are staffing agencies that are out there who can provide that. What I would say is if you do choose a third party to do your recruiting, I would highly encourage you to ensure that that agency knows your practice, knows the culture of your practice, is very clear on what that candidate needs to be, whether that's from a requirement or a nice to have, or these people that can fit in to what you're looking for. That is very important that as they're looking at that, they are retaining for you that integrity of what you wanna bring and that you've established. So yes, exercise your electronic avenues to post jobs, but don't forget those relationship pieces. And again, I can't stress enough, you may not be looking for talent today, but you'll be looking for talent at some point. So as we look at sourcing our candidates and as they start coming forward, some really important things to keep in mind. One, you want to establish an interview guide or interview guides. And what this is, this is a process that outlines the process of interviewing. And it can elude a couple of components. One of the main reasons you want to use interview guides is it ensures fairness to all of your applicants that you have, that you're interviewing. It ensures that you're prepared, you've been thoughtful and very honed in on specific roles. These components that you'll want to make sure that you have in your process is an introduction to the interviewers. Who are they? What are sample questions? Or what are the questions that we should be asking? And it should be consistent if you're doing a panel interview. Do we want follow-up questions? Do we want it during the second interview? Once we're done with the interview, how do we conclude it? Are there any additional evaluation components that we want to put in it? And more importantly, what are the next steps as these candidates go through this interview process? Some will make it to the end, some may only make it to the first step, but there needs to be a documented, well-established plan. Again, fairness, be thoughtful, don't wing it. This is not something that you want to wing. Not only are you assessing your candidate, but your candidate is assessing you and your program. So you wanna come ready and prepared. You wanna make sure that it's fair. You wanna eliminate any bias. You wanna ensure that they're appropriate and they're legal, and we'll talk about that in a minute. Make sure they're thoughtful. Again, come make that time effective for them, for you and your team who may be involved in the interview process. And make sure they're specific. You know, you have some general interview questions, but also some specific interview questions that really allow you to dig deep into the interview. And there's an assorted, you know, interview types of questions. You wanna avoid having yes, no questions throughout the interview. You really wanna pose questions in ways that really engages them. So they're giving you back more information than just yes or no. This can be done in, you know, a closed type question. These are the pretty simple ones. Where'd you attend medical school? That could be one. Also open-ended. This is something that is more thoughtful. And, you know, I want them to explain something to me. What led you to become a social worker? Could be a question that's open-ended. And then, you know, maybe some opinion questions. This really helps you understand and understand maybe what some of their opinions are, but what their preferences are when they are performing a job. So for example, you know, what EHR do you find to be the most effective? These are all questions that will help them have a conversation with you, because you want that to be a conversation. My favorite are the behavioral questions. And this is questions that give them an opportunity to share an example of a demonstrated skill. So for example, can you tell me about a time that you needed to consult with another provider regarding a patient's care? So I'm now letting them talk to me. I am listening at this point as they're explaining. And last but not least, you can have what we call a case question or a scenario related. If your practice had a decline in new patient enrollment over the past six months, how would you address that? So these are all different types of questions that are very important to make sure that you are asking in the interview process. Not only the questions, you know, the approach. And here I've added just some example interview questions for nurse practitioners. Very sought after position, as we all know. These are some general questions that fit into these types. Why'd you choose to become a nurse practitioner? What's the most challenging aspect of working as a nurse practitioner? How do you respond if you witnessed unethical actions from a member of your care team? What do you contribute to a patient's care experience? You know, what's a patient or a caregiver disagrees with you, and we all know that those times can happen. How do you handle this throughout? Come on. So as I mentioned, not only are there good questions to ask, there are questions that you can't ask. As you are thinking about interviewing, you wanna make sure that you aren't asking any illegal interview questions. You can't ask about their age or their genetic information, birthplace. Do you have disabilities? What's your gender or sexual orientation? What's your marital status? What's your family status? And do not ask if they are pregnant. No age questions, race, color, ethnicity, religion. These are all questions that are illegal that you cannot ask. And for information, I've added the why. Governed by EEOC, there's several acts that are in there. And that drive these illegal questions. So we wanna make sure that we are avoiding these questions for a multitude of obvious reasons. So another component is job previews. You know, we've attracted the talent. We've put out great information. We're drawing them in either to our job boards or directly to our practice. We're in the process of interviewing them using our interview guides and our generated interview questions. But within that process, I also am a very big proponent of what we call realistic job previews. I believe that this is a great tool that can be used to help candidates be informed about what does that job look like? There's one thing to read a job profile and there's another thing to actually see a video. What does the office look like when you're taking phone calls? What does it look like when providers are going out and doing visits to the home? And this lets candidates make informed decisions. It helps improve retention because you don't wanna hire someone who doesn't have a clear understanding of what your and your practice or programs needs are because then you're gonna go down a path of wasting time and money and impacting your staff in a way that you don't want to. So for that, you really wanna make sure that those job interviews could either, or previews could either be verbal as you're talking about what that role is. You know, we call this the day in the life. Also, you know, some places for free, again, I don't work for Indeed or represent them, but they allow you to take a video and post that in your job posting. So you could take a, you know, a five minute video or a timed video of what that would look like for you. I always encourage people to make sure that you do talk about the good, the bad, and the ugly. You want to let them know where you are, but also if there are some opportunities that you're addressing them. You wanna let them know what are those daily duties that they'll be looking for? You know, what are some observation opportunities? Maybe part of that interview is sitting in your practices office and listening in for half an hour to see how things work, to listen and watch and learn. And that really helps them understand the staff and the culture. If you have the option and you're able to, I think it's important that if you do have key staff members to include them in the interview process. They may not be a decision maker and these people may be their colleagues. And at times they may be people who they report to, but I think it's important for the candidate to not only understand your program on paper, but to get a really good understanding firsthand of what that looks like, it sounds like, and really feels like. So as we talk to our potential candidates, and we hope that as we go through these steps that we are understanding that they are now gonna join us and they're like, hey, I want to join on your team. I want, I'm ready to go, you've picked your candidate. The next step in this process that's very important is onboarding. Now, onboarding is different than orientation. Orientation is that small window of time that you're giving me your paperwork. Here's your desk, here's a laptop, here's a phone. Here is our policy and procedure manual. This is how we go about X, Y, and Z. This is you meet the staff, so that's an orientation. And onboarding, that is a documented plan that is going to be specific to your role. And it's going to, yes, include some orientation aspects, but this is the plan that helps this role get up and ready to perform those specific duties to the job that they have been recruited to, and they've been hired to. 30, 60, 90 day plans. What's gonna happen for this person the first 30 days, the first 60 days, the first 90 days? These people are coming into your organization, your practice or program, they know no one typically, and they wanna know and feel secure of what that plan's gonna look like. You want them to be specific for your roles. You wanna schedule time within their existing schedule to do this. If you are giving them multiple onboarding tasks to go understand or develop, make sure their day is created to where they have some time set aside. They can specifically focus on what you want them to do as part of their onboarding. You wanna have check-ins, check in with them, make sure they're on task, make sure you're answering their questions, commit to the process. This tells them that you are ready, willing, and able to get them into your team and ready to go. Make it a priority. I cannot prioritize the step enough. And if that's not enough, I wanna share with you that 33% of employees quit their job within 90 days of employment. And that is something that you do not want to have to experience. So I've talked a little bit about attracting our talent, bringing them in onboarding, and now another key piece that I'm gonna turn over to Dr. Chang is to talk about how do we retain that talent? Dr. Chang? Yeah, Dana, thank you so much. Wonderful presentation. I really like a couple of your comments. One of it was, and I'm having some Zoom issues, I was gonna make some comments to everybody during the presentation, but for some reason I can't. Your comment about you're always recruiting, you are always recruiting, even with the staff that you have now, even with my staff now in my practice, the way we conduct ourselves, the way we focus on our mission, what is the culture like in your practice? You are always out there recruiting. And a couple of the recent hires that's coming to our practice, they're all internal referrals. And that's just wonderful. I think it speaks very well of the practice and the enjoyment that my current employees are having in terms of feeling like they belong here and this is a good place to work. And they're recruiting their friends to come and work with us. But regarding retention, there's a huge cost to turnover. Public and private payers, they pay a lot of money to cover turnover. And the turnover rates in nursing is anywhere between about 8.8 to 37%, depending on your specialty of nursing and geography. And constant turnover can demoralize a practice. It can make you, I don't know, a little paranoid and not focus on your mission. Like, oh, this person just left and the other person just left, maybe I should leave. Maybe I should go somewhere else. And that could lead to a loss of productivity and the fact that you have to train somebody again. So your machine is not running very efficiently because you have to constantly either cover for somebody or onboarding a new employee. What's not indicated here, but I think you guys all know this, is also the mental energy that's involved when you're trying to extricate yourself from, say, a difficult employee that's just not working out well. If you didn't do your homework in terms of all those questions that Dana asked you to consider when you hired, and then once the employee is here and trying to extricate yourself from that, that could be an added cost, just the mental cost for your office. So what are ways to reduce turnover? And Dana talked about earlier in her presentation, in this day and age, post-pandemic, Zoom, and all the challenges that we're facing as a health system in terms of getting the people to join our team, it's not always about money. Yes, money's important, obviously. It's about workplace flexibility. Can I work from home? That's an often asked question. Is that a possibility? Do I have a chance to be upwardly mobile in my position? Can I advance within your system or your office and so on? Is your office a great place to work? Is there divisiveness? Is there kind of backtalking? Or are people recognized? Are people included, regardless of the background that they have or they bring in terms of recognizing that we all bring something to the table. We all bring our, what I call a Jedi skills, being a Star Wars fan to the table in terms of helping us not only be a better practice, but also improving our ability to deliver care. All right. So Dana, those are some of my comments. And obviously, I'm just a doctor. And if I want more resources or information about recruiting, retention, and so on, help us with that, please. So you guys will have access to this deck. I think the things that most likely you guys will want to look for, I'm guessing, are those niche job board sites. How do I go past Indeed and drill down further into AANP and those places that are very much geared to this space? I also recognize that not everyone is an HR expert and that we find that programs and practices and home-based care that are mostly independent, they're jack of all trades. Most people went to school to learn to provide care. And we find that the HR hat is a challenging hat to wear. And so I've put some resources in here for you that I think will be helpful. Society of Human Resource Management, great tools and resources. InSperity is an organization that also you could tap into. I've also put 12 best practices for actively recruiting senior care providers. HR Connection, this is a great tool. I often hear people, I don't know what to ask in an interview. I don't know how to ask it. How do I do that? This is a tool that'll help you build that. HR.com, American Society for Healthcare Human Resource Administration and the Department of Labor, all really good resources that as you're thinking about this or any of your HR needs, great resources to have. With that, I do wanna open this up for any questions that we may have. I don't see any in the chat box, nor do I see anything here. So, I am gonna move us along because we are a little over in time. I do wanna leave you with this very important slide. And it's important because this is how you can reach out to us. We have HCC Intelligence. If you have a question about anything that we talked about here or anything that's home-based, care-related, clinical, operational, you can reach us at this number, at this email. And our experts, our faculty, we will get back to you to make sure that you have a clear answer and an understanding. These webinars, we host these webinars every other month. They are on our website page. You can go back three years and find topics that you want to know about that maybe we've previously covered, but all of them, including this one, will be posted out there. And then along with that, we have our tools and tip sheets. This is a library, our HCC Intelligence tools and tip sheets. They are complimentary, just like our webinar, just like our hotline. These are complimentary resources. We are a national nonprofit. We are here to support you because you are part of our mission. And you can go and find these tools and tip sheets. You can download them. You can have them and create them specifically for your practice or program. And all of these pieces, again, are solely in place to help you, your team, and your practice and program. And what I'll leave with us today is, A, thank you for joining us, and B, more importantly, don't hesitate to reach out. We all love what we do, and we do it with a lot of passion. And talking to individuals about any of these topics is what fuels us in any given day. So I encourage you to reach out to us, and we look very much forward to hopefully meeting you and supporting you, your team, and your practice in the future. Thank you, and have a great day. Thank you, everybody. Bye-bye.

attracting talent

employer branding

onboarding process

employee lifecycle

job profile

retaining talent

workplace flexibility

advancement opportunities

HR tools