Creating a Successful National Recruitment and Retention Strategy
CHALLENGE: For any size organization, employee engagement is an enormous piece of the retention puzzle. Research shows that establishing the employee-company connection—by making people feel valued and part of the big picture—early in an employee’s tenure is vital to employment longevity. At Pathways by Molina, one of the nation’s largest providers of accessible, outcome-based behavioral and mental health services, recruitment historically has been a struggle. Over the last decade, Pathways has acquired 18 companies/programs with little infrastructure changes, resulting in siloed—and minimally successful—recruitment efforts. So, when Pathways started designing its first-ever National Strategic Plan, recruitment and retention were identified as two areas in dire need of strategic direction.
PROJECT: Denise Carpenter, Vice President, Human Resources (HR) and National HR Leader for Pathways by Molina, was hired by the company in 2015 to design and implement a Human Resources National Structure, including a National Recruitment Structure. Later that same year, Molina Healthcare acquired Pathways, a move that initially appeared to include much-needed HR tools, such as a state-of-the-art applicant tracking system and staff to manage the Pathways recruitment function. The promised help never panned out, so Carpenter embarked on a project—which, became her OAP—to create and implement a recruitment infrastructure for Pathways.Read more
Implementing a Remote-Order-Entry Pharmacy Service
The senior vice president of pharmacy for a hospital system with more than 42,000 employees and 100 hospitals worked with Randy Bradley, assistant professor of information systems and supply chain management at Haslam, to propose a proof-of-concept program for implementing a remote-order-entry pharmacy service for after-hours order review in 10 hospitals.
Although the proposal emphasized pharmacy job satisfaction, its ultimate significance was in the improvement of patient care and safety. The fiscal goal of the proposal was to break even on cost through savings generated by reduced pharmacist and nurse turnover. Initial conservative estimates showed these savings covered 43% - 88% of the service cost.
Through data tracking, the proposal was able to show a break-even program and patient care was advanced at the same time.
Growing a Toxicology Laboratory into a Marketplace Force
The vice president of business operations for a forensic toxicology laboratory with 30 employees in Nashville sought to grow her company into a competitive marketplace force.
The lab, which specializes in sports organizations, medical examiners, crime labs, physicians and pain management clinics, was struggling financially at the time. Its leadership team was very serious about return on investment – requiring at least $10 for every dollar invested into its VP’s Executive MBA program. That return on education investment ultimately capped out at more than $2,000 per dollar spent, and the business now boasts approximately 280 people.
The key to this success was the Organizational Action Project component of the Haslam Executive MBA. In this case, the VP was guided through the production of the company’s first real business plan. What followed was a new management approach, business structure and marketing strategy that opened up opportunities for growth.
Assessing Mid-Level Mangers’ Performance and Activities
The vice president of operations for one of the nation’s largest providers of behavioral and mental health services used the Organizational Action Project component of his Haslam Executive MBA - Healthcare Leadership to assess the activities and performance of mid-level managers. He helped them improve performance by analyzing health data gathered through Fitbit monitors and comparing it with data on budget expectations, revenue and net income.
The VP described his experience at Haslam as an opportunity to grow as an individual and immediately add value back to his company.
Assessing Mid-Level Mangers’ Performance and Activities
Developing an Electronic Reporting Tool
A hospital administrator examined strategies to increase overall patient analysis and throughput efficiency by improving communication and data collection.
The project recognized that, despite the shifting terrain of healthcare policy, two of the most basic avenues for patients to visit a hospital are still through the emergency room and hospital based clinics.
An electronic reporting tool was developed at the corporate level to automatically scan and check all ER related patient accounts. The tool compared the hospital and corporate clinical management databases to ensure a patient’s account reflected all procedures that had taken place.
Enhancing the patient procedure identification process and improving communications yielded critical insight into previously overlooked areas of the hospital’s administration and clinical analysis practices. It encouraged the hospital’s Emergency Department Directors to test several new tactics in the ER, as well as enhancing capabilities to monitor their impact.
Microbial Monitoring at a Pediatric Oncology Facility
The president and director of a laboratory for analyzing mold, bacteria, and coliforms worked with Don Lighter, professor in the Physicians Executive MBA program, to conduct a pilot study to determine the reduction in healthcare-associated infections through continuous microbial monitoring of critical care facilities.
The pilot study was conducted in the new pediatric oncology facility of a hospital system in Ohio. It enabled the laboratory director to pursue his vision of entering the new markets of DNA- and data-driven biotechnology.
Building a Cloud-Based IT Analytics Tool
The senior partner of a consulting firm that implements comprehensive cancer care programs nationwide worked with Randy Bradley, assistant professor of information systems and supply chain management at Haslam, to build and beta test a cloud-based IT analytics tool with its consulting staff and client sites.
The project was characterized as both an external client-facing project as well as an internal corporate process improvement and efficiency project. The consultants expanded their service footprint and generated sales enthusiasm for their clients.