Patients are happy, teams are happy, and the employee retention rate has never been better.
Sound too good to be true? That’s because, for many of you, it probably is. Let’s just be honest. For most of us, the above vision might not be reality just yet, and you might be discovering that an improved employee retention rate is more difficult to achieve than it sounds.
That said, especially in healthcare, employee retention is one of the most important elements to success. Replacing employees is costly, and high turnover rates can be detrimental to continuity of care and overall quality. Keeping those leading employees will put you ahead of the competition, as you strive to provide excellent care and services for patients.
Do you agree with the mission of this organization?
Does your manager inspire you?
Do you feel teamwork is practiced among your coworkers?
Are your coworkers held accountable for the work they produce?
Do you feel valued for the work that you do?
Are the amount of work and the pace of work you are required to perform reasonable?
Do you feel information is shared openly and communication is encouraged?
Do you receive the training you need to perform your job well?
Do you have the tools you need to perform your job efficiently?
Do you have adequate opportunities for professional growth and development?
By asking employees these kinds of questions, you’ll be able to resolve organizational problems and challenges and tackle employee concerns. Be sure to keep the survey anonymous to allow your employees to feel comfortable expressing themselves openly and honestly. Remember, though, it’s not enough to simply ask your employees about their thoughts and concerns; you must also address them. After you’ve received responses, be sure to create and implement a plan of action to better meet your employees’ needs.
Contact us, and discover how we can collaborate with you to develop leaders that will raise the benchmark, leading others to success.Who do you need to complete your team?
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COORS is a nationwide, retained executive search and consulting firm specializing in placing healthcare executives from Director-level through the C-Suite. Additionally, we provide a variety of consulting services such as interim leadership solutions, leadership development training, executive coaching, and physician alignment solutions.
COORS Leadership Capital is a member of the Sanford Rose Associates® network of offices. “Sanford Rose Associates®”, the three-diamond “SRA” logo, “Dimensional Search®” and “Finding People Who Make a Difference®”, are all registered service marks of Sanford Rose Associates International, Inc., a Texas corporation.
Michael Kulisz Jr. is a physician and senior healthcare executive with over 30 years of experience. As a Board-Certified Emergency Medicine physician, he founded an Emergency Medicine group and Hospitalist group which he led for over 25 years. For the past 12 years, he has served as the Chief Medical Officer for an Academic Healthcare Network. Dr. Kulisz recognizes the need for physicians to balance their vocation and their life along with recognizing the importance to ready physicians for leadership roles. Dr. Kulisz partners with Hospital Executives and Physicians, providing Physician Leadership Development, Resiliency training, and Burnout avoidance. Dr. Kulisz developed his proprietary FOCUS model assisting numerous physicians to acquire the tools needed to develop leadership skills, allowing them to first lead themselves and then others. Dr. Kulisz has been working with COORS Leadership Capital for the last two years and is committed to the mission, vision and values of COORS Leadership.
Chris Engles has over forty years of business experience, numerous leadership positions, and recruiting high quality individuals. Chris retired from the Navy in 2013 after thirty-two years of active service. During his years of service, he was responsible for recruiting, managing, and leading groups of people from five to over eighty-five thousand. Chris formed groups of people into cohesive organizations that not only complete but exceeded all mission assignments and expectations. Leading a Nuclear-powered aircraft carrier on deployment with over sixty aircraft was his high mark at sea and leading eighty-five thousand people on seventy-two Naval facilities around the world was his final assignment in the Navy. Chris has three years international experience with private industry in educating and implementation of personnel throughout Europe and Africa on leadership, process improvement, and risk mitigation. Throughout his career he has been known as the person who can not only do but can educate others. For the last year Chris has been working with COORS Leadership Capitol as a consultant focusing on recruiting and leadership training. Chris is committed to the Mission, Vision and Values of COORS Leadership Capital.
Employee Retention Survey Questions on Organizational Culture: Does the company's mission and values resonate with you? Do you feel a sense of belonging and inclusion within the organization? Are you aware of the career advancement opportunities within the company?
The five main drivers of employee retention are strong leadership, frequent feedback, including recognition, opportunities for advancement, competitive compensation packages, and a good work/life balance. For retention strategies to be successful, they should be crafted with these five drivers in mind.
The three R's—Respect, Recognition, and Reward—are more than just concepts; they're the pillars on which successful businesses are built. By implementing this simple framework and principles, you can ensure that you will be creating a workplace culture that not only retains, but attracts, the top talent.
At the core of a successful employee retention plan lie three essential pillars: Recruiting, recognition, and reskilling. These pillars not only lay the groundwork for effective retention strategies but also form the cornerstone of a thriving organizational culture.
Building a strong induction programme, regular appraisals and one-to-one meetings between managers and staff should be a key part of any retention strategy.
In the Barnard-Simon theory of Organizational Equilibrium, it is proposed that an employee will continue in an organization as long as their perceived contribution to their workplace is on par with the company's contribution to their life.
In conclusion, employee retention should be a top priority for companies in 2024. It is not only crucial for reducing costs and improving customer satisfaction but also for fostering a positive work culture and boosting employee morale and engagement.
Examples of customer retention survey questions include: Net promoter score (NPS): “How likely are you to recommend our product to others on a scale of 0-10?” Competitors: “Which of our competitors did you consider before choosing us?” Satisfaction with the business: “How satisfied are you with our business?”
The most common retention techniques involve phone calls, visit reminders, birthday or anniversary cards, reimbursem*nt of study participants for their time, and expenses incurred because of trial participation.
Introduction: My name is Jonah Leffler, I am a determined, faithful, outstanding, inexpensive, cheerful, determined, smiling person who loves writing and wants to share my knowledge and understanding with you.
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