Recruit and Retain
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Transcript of Recruit and Retain
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Recruit and Retain
Neil R Galbraith
Enniskillen 6 May 2014
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Why the Recruit and Retain Project is Important
“Without data you are just another person with an opinion” W. Edwards Demming Improvement Org.
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Why the Recruit and Retain Project will make a Difference
“ What policy-makers actually need is information on the relative impact and cost-effectiveness of different packages of human resource interventions in a variety of contexts.
Rigorous evaluation methods to
answer such questions are currently not available”
World Health Organisation Bulletin 2010
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Scotland
2020 Vision and Route Map
Three Key Challenges for Health in Scotland:
1) Scotland’s public health record esp. Health
Inequalities.
2) Changing Demography & shifting patterns of
Disease.
3) Economic Environment.
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Scottish Data POPULATION 2014-2024-The proportion of over
75s in Scotland’s population– will increase by over 25%.
POPULATION-By 2033 the number of people over 75 is likely to have increased by almost 60%.
DISEASE 2014-2034 -The number of people with dementia is set to rise from 71,000 to 127,000
COST 2014-2034 -demography alone could increase expenditure on health and social care by over 70%.
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Data: The Remote and Rural Health Problems in Scotland
1 Higher Suicide rates.2 Higher Incidence of Alcohol-
Related Diseases.3 Higher number of Accidents.4 Higher Palliative Care
demands.5 Higher Aged population.6 Lower Working population.
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Workforce- Why we need high quality workers in the Public Service
1 Maintenance of Rural Areas.2 National Standards. 3 Financial Efficiency.4 Range of Challenges.5 Access to Services.6 Vision.7 Innovation.
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How we create a high quality workforce • Recruitment : Front Door.• Retention : Back Door.
• Where does the effort go?
• Where should the effort go?
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Attraction/Disincentive-Location
Stornoway, Western Isles - “Beautiful but it is like living on an Oil Platform in the middle of the Atlantic Ocean”
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Attraction/Disincentive- Social Expectations
“Very scenic, but where are all the people?”
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Attraction/Disincentive- Spatial Freedom
“Plenty of space but its not exactly easy to get about, unless you are a sheep”
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Attraction/Disincentive- TransportBarra, Western Isles -“What do you mean I can fly to work but I have to land on the beach???”
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Attraction/Disincentive Leisure
“Is there anything else to do apart from Fishing, Swimming and Diving?”
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Attraction/Disincentive: Technology
“How far behind are you in applying technology?”
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1 Exciting Work and Challenge. 2 Career Growth, Learning and Development. 3 Working with People. 4 Fair Pay. 6 Being recognised, valued and respected. 8 Making a Difference. Source “Love ‘Em or Lose ‘Em-Getting Good People to
Stay - Kaye and Jordan-Evans
Recruiting and Keeping Staff – How about asking them?
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How to Lose Staff• View people as a resource-
valuable but expendable.• Do not bother training managers
in people-management.• Dilute accountability for actions.• Do not conduct staff surveys.• Do not share success.• Promote a culture of fear as
motivation.
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Business Forum Records of the reasons for the shortest time of staying in a job, in order.
1 A Scary Boss2 Thrown in at the Deep End3 Pressure4 Boredom5 Need for Change6 Upsetting WorkSource UNUM-” Everyone needs a back-up plan”
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Retention: Real Cost of Losing Staff
• Cost of Hiring New Person.• Cost of Induction and Training.• Productivity Dip.• Loss of Engagement and Tribal
Knowledge.• Service Errors. Basic Direct Costs c.£35,000 Other Indirect Costs c.£80,000
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Key Feature:Getting the Message Clear
The Job Description
“It was not a lie, it was an ineptitude with insufficient cover”
(TV Programme Madmen)
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Scotland
2020 Vision and Route Map
Three Key Challenges for Health in Scotland:
1) Scotland’s public health record esp. Health
Inequalities.
2) Changing Demography & shifting patterns of
Disease.
3) Economic Environment.
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Scottish National Health Driver 1
QUALITY STRATEGY
“Measurement is an important tool for driving large-scale improvement”.
QMF: QOMs, HEAT Targets & Local Measures
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Scottish National Health Driver 2 HEALTH AND SOCIAL CARE
INTEGRATION BILL
“acknowledges that joint commissioning strategies and delivery plans will require...effective information systems”.
• HEAT TARGETS DELIVERY• HEALTH INEQUALITIES• TASKFORCE REPORT
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Scottish National Health Driver 3
NATIONAL INTELLIGENCE AND INFORMATION FRAMEWORK
“the aim of having information and intelligence that drives the delivery of high quality health and social care outcomes for the citizens of Scotland.
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Scottish National Health Driver 4
STRATEGIC AIM: eHealth
National eHealth strategy 2011-2017 : “developing a strategy for real time and near real time performance data”.
“Availability of real time/near real-time information for service improvement and service integration”.
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Conclusion
“In order to carry a positive action
we must develop here a positive vision”
The Dalai Lama