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Turnover in LTC
Most report 40-400% annually in AL/NF Turnover Adm-43%, DON 38%, RNs 41%, LPNs 50%, CNAs 66% (AHCA 07) Shortage of other personnel, nurses, dietary, housekeeping, activities Fluctuates somewhat with economy but will continue to get worse
Susan D. Gilster, PhD
Cost of Turnover
Cost $2,000, 5,000, $11,000 per employee and as much as 150% of employees annual total compensation-professionals Must consider direct and indirect costs Impact on existing staff decreased satisfaction, increased work load, poor morale Residents and families-decreased satisfaction, increased resident care issues, medications
NHA-Staff Turnover-Castles
Castle-Adm turnover 2007-2.3X higher CCRC with 235 resident accommodations
16 RN 12 @ 150% of $43,000=$784,320.00 28 LPN 22 @ 150% of $37,000=1,212,120.00 72 CNA 77 @ $5000=$385,200.00
Staff-Research-what do we know?
You cannot buy quality staff: money comes in 3rd or 4th on most surveys and has done so for the past few decades Staff satisfaction leads to resident and family satisfaction which leads to a higher census and improved financials
Kotter
Service
Personal Vision
Vision
Vision
Vision
Shared Vision
Empowerment
Organizational & Personal Learning Agility & Management for innovation and by fact Social Responsibility
Education/Inclusion
Team Learning
Guiding Team
Respect
Mental Models
Communication (Listening)
Personal Mastery
Role of Vision
Vision is a dream, mental image of what creating Staff retention is enhanced by a vision Vision is a motivator and driver-gives staff something to work towards-destination If no vision-nothing that binds staff, excites or unites, simply come to work, do their own thing and leave Vision encourages interdepartmental teamwork
Susan D. Gilster, PhD
RESPECT
Lack of respect is repeatedly mentioned in staff satisfaction surveys A lack of respect is often why staff leave Respect for all-staff to residents & families Staff to staff, families to staff Respect does not cost anything simply commitment
Susan D. Gilster, PhD Susan D. Gilster, PhD
COMMUNICATION
Communication is critical-but often gets the least emphasis and attention How do staff know how to contribute if they do not know what is happening Open, honest, invite critique, differing opinions make organizations stronger Sustainable, routine, all inclusive meetings
Susan D. Gilster, PhD Susan D. Gilster, PhD
ENRICHMENT
Leaders, managers and staff need to seek self-awareness, know what is important to them in life and work Everyone requires time to relax, think, reflect, plan-short and long term No person can give when they are empty Time should be scheduled like a meeting
Susan D. Gilster, PhD Susan D. Gilster, PhD
Celebrations cont.
Planned and spontaneous events Special days, Bengals, Reds, Opening day, cookouts, raffles, biggest loser Interdepartmental relationship builds FUN is critical while engaging in quality work and enhances retention If you are not having fun-do something else
Susan D. Gilster, PhD
A B C
A B C
A B C
Availability of Administrators
3.5 3.4 3.3 3.2 3.1 3 2.9 2.8 2.7 2.6 2.5 2.4 Baseline 3 months 6 months 9 months 1 year
A B C
Wages/pay received
3 2.9 2.8 2.7 2.6 2.5 2.4 2.3 2.2 2.1 2 Baseline 3 months 6 months 9 months 1 year
A B C
Overall satisfaction
3.7 3.6 3.5 3.4 3.3 3.2 3.1 3 2.9 2.8 2.7 Baseline 3 months 6 months 9 months 1 year
A B C
A B C
A B C
Facility B
Maintained a high census, Staff satisfaction continued on upward trend, Cut turnover in half, decreased agency
Susan D. Gilster, PhD
Facility C
Census has been maintained for years-currently undergoing second expansion Staff satisfaction remains high-continuous effort (53 item survey, 90% response rate=3.4 average out of 4 very happy and 3.6 for overall satisfaction) Family satisfaction very high (84 item survey,75% response rate=3.8 out of 4 very happy and 3.8 for willing to recommend)
Susan D. Gilster, PhD
Facility B
Cut turnover by more than half in one year with projected savings of $1,120,000.00 Decreased agency use
Facility C
Turnover single digits for years No agency use
Facility B
Cut turnover by more than half in one year with projected savings of $1,120,000.00
Susan D. Gilster, PhD
Lessons learned
Organizational operational approach addresses staff desires enhances satisfaction & retention Millions of dollars are lost each year in staff turnover and related costs Sustainability is key-do not start and stop programs
Conclusion (cont)
MOST IMPORTANT Impact on the people we serve, their quality of life and happiness Impact on the families, they are secure in knowing that their family members are cared by consistent staff, happy and loved For staff who deserve respect, dignity, a quality place in which to work
Susan D. Gilster, PhD