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PubMedDate not supplied

Employee retention: a customer service approach.

Employee retention is a huge problem. There are staff shortages in radiology because not enough people are entering the profession; too many people are leaving the profession for retirement, higher-paying jobs or jobs with less stress; and there are not enough opportunities for career advancement. Staff shortages are exacerbated by difficulty in retaining people who enter the profession. While much work has been focused on recruitment and getting more people "in the front door," I suggest that the bulk of future efforts be focused on employee retention and "closing the back door." Employee retention must be an ongoing process, not a program. Approaches to employee retention that focus on external things, i.e., things that the company can do to or for the employee, generally are not successful. The truth is that employee retention processes must focus on what the employee gets out of the job. The process must be a benefits-based approach that helps employees answer the question, "What's in it for me?" The retention processes must be ongoing and integrated into the daily culture of the company. The best way to keep your employees is to treat them like customers. Customer service works for external customers. We treat them nicely. We work to satisfy them. We help them achieve their goals. Why not do the same for our employees? If positive customer service policies and practices can satisfy and keep external customers, why not adapt these policies and practices for employees? And, there is a service/satisfaction link between employee retention and higher levels of customer satisfaction. Customers prefer dealing with the same employees over and over again. Employee turnover destroys a customer's confidence in the company. Just like a customer does not want to have to "train and educate" a new provider, they do not want to do the same for your "revolving door" employees. So, the key is to keep employees so they in turn will help you keep your customers. Because the techniques of this process mirror the activities of customer service and customer relationship management, I call the combined process C/ERM for customer/employee relationship management. Both activities must be going on simultaneously to create a loyalty link that ensures customer satisfaction and retention through employee service, satisfaction and retention.

Consumer Behavior↗
PubMed2002

Preceptor program boosts recruitment & retention.

VNA Care Network established a Graduate Nurse Preceptor Program to help alleviate their nursing shortage and change a few minds about opportunities in home health care. The graduate nurses have helped rejuvenate more experienced staff, helped them to see their work from a different perspective, inspired clinicians to improve their skills and provide the best possible care to patients, and filled many open home care positions.

Community Health Nursing↗
PubMed2002

Why in the world would anyone want to work for you?

Why in the world would someone want to work or keep working at your facility? If you can't answer this question, you will have a very difficult time finding and keeping the people you need to grow your agency. Home care managers agree that keeping good people is a top strategy. What is needed are clear strategies, concrete action plans, and methods to measure the results.

Employment↗
PubMedDate not supplied

Using career ladders to motivate and retain employees: an implementation success story.

In October 2000, Phoenix-based Sonora Quest Laboratories, LLC (SQL), commissioned The Gelfond Group to survey SQL employees. Responding to negative survey scores, SQL developed and implemented an entry-level career ladder for line staff of the specimen management/referral testing department. The program was piloted in February 2001, and was implemented fully shortly thereafter. The ladder was designed to provide job enrichment opportunities through company-conducted training and advancement provisions. It contained requirements for productivity and quality of work performed in addition to increasingly rigorous training and competency documentation. Employees were accountable for their own advancement and for ensuring that all documentation was complete. Advancement was automatic once requirements were completed. Pay increases accompanied each advancement on a predetermined scale. At the end of 12 months, employee turnover dropped from 39% to less than 20% annually. Both productivity and morale improved, and results on a second employee survey indicated dramatic improvement in five key areas. The career ladder concept has been replicated successfully in several other departments, including phlebotomy, and a six-tiered ladder is under development for the clinical laboratory. It will encompass CLA, MLT, and MT positions from entry level to technical coordinator.

Career Mobility↗
PubMed2003

Keep your nurses from choosing another ED.

Emergency department (ED) nurses are increasingly choosing to work at hospitals certified by the Magnet Nursing Recognition Program of the American Nurses Credentialing Center, and more than 60 hospitals have this certification. To avoid losing nurses, adopt some of their ideas. Use committees with ED nursing representation to develop policies. Offer nursing grand rounds to give nurses the opportunity to present on a variety of topics. If nurses don't want to complete a degree, offer incentives, such as reimbursement for health club memberships, for completed projects.

Emergency Service, Hospital↗
PubMedDate not supplied

Results of the 1992 National Resident Matching Program.

After 4 years of declining fill rates through the National Resident Matching Program (NRMP), 74 more positions in family practice residencies were filled in 1992 than in 1991, including 24 more filled with US seniors. The March fill rate (67.5%) increased for the first time since 1987, while the July fill rate (90.7%) increased for the first time since 1984. The Mountain and Pacific regions had the highest fill rates (89.1% and 88.5%, respectively) through the NRMP. Community-based, unaffiliated and university-affiliated programs filled 71.0% and 70.3% of positions offered through the NRMP. University-based and community-based, university administered programs filled 63.8% and 61.0% of positions offered through the NRMP. The other commonly defined primary care specialties of internal medicine and pediatrics also filled increased numbers of positions offered through the NRMP. This is the first year since 1984 in which all three primary care specialties matched more positions than in the previous year. The demand for family physicians in the United States is increasing. Evidence presented here suggests that 1992 may mark the beginning of a new trend toward increased interest in careers in family practice.

Family Practice↗