Talent Acquisition Evidence-Based Selection Process ... · 12/9/2015 · ©2015 Trinity Health -...
Transcript of Talent Acquisition Evidence-Based Selection Process ... · 12/9/2015 · ©2015 Trinity Health -...
Talent Acquisition
Evidence-Based Selection Process
Retention and Diversity Improvement
Shana Welch, Regional Director Talent Acquisition, Mercy Health
Bill Guest, Chief Solutions Architect, Metrics Reporting, Inc.
December 10, 2015
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2 ©2015 Trinity Health - Livonia, Mich.
Trinity Health Our diversified network extends across the full continuum of care
$15.8 billion in revenue
About $1 billion in community benefit ministry
95,000 full-time employees
3,900 employed physicians
23,900 affiliated physicians
88* Hospitals in 21 states
126 Continuing care locations
• 51 home care and hospice locations
• 14 PACE center locations
• 61 senior living facilities
Nearly 2.5 million home health/hospice visits
Our Changing Business Model
A focus on specialty care
All about volume
Maximize price to
commercial payers to
offset losses on
government business
Focus on population
health data
Focused on populations
and episodes of care
Primary care becomes key
Profits from higher quality
care in home setting
Longitudinal payments for
chronic care
Joint contracts with payers
Focus on data
Fee for Service Value-Based Payment
Crossing
the
Chasm
Mercy Health is making a successful transition
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Our Strategy:
Building a “People-Centered Health System” Together
Population Health Management Episodic Healthcare
Management for Individuals
People-Centered Health System
Efficient & effective
episode delivery
initiatives
Triple Aim
Better health Better care Lower costs
Efficient & effective care
management initiatives
Community Health
& Well-being
Serving those who are poor,
other populations, and
impacting the social
determinants of health
Mercy Health – West Michigan
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• West Michigan
• 7500 Employees
• 4 Hospitals
• 60+ Locations and
Physician Practices
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Applicant Goals
Job Analysis
Competencies
Applicant
Test Scores
Evidence-Based Selection
and
Evidence-Based Medicine
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Organizing Dimensions
• Job Families
• Competency Families
• Task Families
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22 Job Families
EXC – Executives
MGR – Managers
FLS – First-Line Supervisors
PH – Physicians
AP – Advanced Practitioners
ES – Environmental Services
NS – Nutrition Services
PCA – Patient Care Assistants
PT – Pharmacy Technicians
AS – Administrative Support
MA – Medical Assistants
PLB – Phlebotomists
LPN – Licensed Practical Nurses
HIT – Health Information Technicians
HSW – Health Social Workers
TECH – Health Technicians and Technologists
LAB – Laboratory Technicians and Technologists
DTN – Dietitians and Nutritionists
THR – Therapists
RN – Registered Nurses
PHR – Pharmacists
PROF – Professionals
These 22 job families
cover 95% of employees.
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Leaders
Providers
Staff
Executive
Manager
Supervisor
PH
AP
ES
NS
PCA
PT
AS
MA
PLB
LPN
HIT
HSW
TECH
LAB
DTN
THR
RN
PHR
PROF
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Job Families
Competency Families
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Task Families
4. SME Consensus of Importance Ratings
1. Task List 2. Linking(examples) 3. Individual Ratings
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Job Analysis Process
Comprehensive Competency Model
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Selection Criteria
Cognitive Elements Character Elements
• Judgment & Decision Making
• Critical Thinking
* Reading Prose (procedures)
* Reading Documents (Charts,
Graphs, Forms)
* Math (Quantitative Reasoning)
• Overall Job Fit (personality and behavior)
* Recruiter SIG - (Perception, Service
Orientation, Active Learning, and
Office Administration)
* Manager SIG - (Time Management,
Influence, Teamwork, Critical Thinking)
* Reference Checks (360 Blind
Reference)
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Selection Score Elements Raw Score Ranges Normalized
1 Reading Prose* 0-500 R-Y-G 1-2-3
2 Reading Documents* 0-500 R-Y-G 1-2-3
3 Quantitative Reasoning* 0-500 R-Y-G 1-2-3
4 Overall Fit Index (WJF)* 0-100 R-Y-G 1-2-3
5 Recruiter SIG 0-20 R-Y-G 1-2-3
6 Manager SIG 0-20 R-Y-G 1-2-3
7 References (Skill Survey) 1-6 R-Y-G 1-2-3
Total Score 0-5 Stars
18 * ETS WorkFORCE Assessments
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TRUE System – CUE – Medical Assistants
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TRUE System – TRUE Measure – Medical Assistants
Results – Key Performance Metrics
•Reduced first-year turnover from a baseline of 25.3%
down to 18.2%
•Reduced Time-to-Fill from a baseline of 37 days down to
32 days
•Reduced Recommend/Hire ratio down to 1.4 (10 hired
for every 14 recommended)
• Increased Diversity – up to 26.0% from a baseline of
14.6% non-white new hires.
•Financial Impact annual savings of $3,213,672
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Michigan – American Community Survey (2013 data)
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White
Not
Hispanic
or Latino
76.3%
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23.7%
Non-
White
14.6%
26.0%
0%
10%
20%
30%
40%
50%
60%
Non-EBSP Hires EBSP
No
n-W
hit
e C
olle
agu
es
(Act
ive
) Effect of EBSP on Diversity
December 2014
ES
NS
MA
PCA
RN
PHT
PLB
REG
LPN
All Jobs
MI
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23.7%
24 Note: The Kent, Muskegon, Ottawa … 3-County area is 21.6% non-white, including Hispanic or Latino
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Why is diversity increasing?
• Unconscious bias against people of color is significant.
This leaves an abundant supply of high quality diverse
talent in the workforce market.
• Our extensive assessment portfolio enables us to
overcome the unconscious bias in our hiring managers.
Our TA specialists have the data to advocate for diverse
candidates to overcome hiring manager bias.
• The adverse impact of assessments is clearly less than
the bias in society.
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U.S. Health Care job openings increased 27% over the last year; up from 769,000 to 977,000.
Alliance for Quality Career Pathways (AQCP) Model
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Employment
Education
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Questions and Discussion