That may seem like a strange title to promote recruitment and retention, right? Really, it’s not. We live in a time where our agencies have to be dynamic as payment models, regulations, and care planning change. So, what happens when you have the employee that doesn’t want to be dynamic along with the rest of the agency? It can hinder you in more ways than one. Let’s look at why we need employees willing to learn and change.
What We Need In Our Organizations:
It isn’t a surprise that we need employees that are flexible and willing to change as the industry does. However, many agencies are stalled. Employees get told to do things differently and don’t understand the reason or it doesn’t make sense why? This results in no change at all. As an administrator, you are more frustrated when financial outcomes aren’t there, STAR ratings don’t improve, and efficiency is poor. To top it off, you aren’t sure why employees don’t get it. Here are some mistakes we make in administration that hinders the ability for our agencies to change:
- We Tell, But Don’t Provide The Road Map To Make It Happen
- Administration Says It Once And Expects It To Be Done
- The Change Message Is Not The Same As It Moves Throughout The Organization
- There Is No Follow-Up From Middle Management Promote The Implementation Of Changes
Now, How Does That Come Into Play With Retention?
I’m going to start with the middle management roadblock as an example. We had a long term employee who had been in middle management in a branch location. Administration was very frustrated over the ongoing push back from the branch when any changes were implemented. The manager was often argumentative about any changes. That being said, the branch office was financially stable and the office was run as a tight ship that made money. So, how did that manager hold the agency back? While the other branches continued to grow, this branch was stagnant when it came to growth. In the small community, the manager was known to alienate people by being abrasive about her views of certain community churches and schools. Regardless of the level of care provided, there were those in the community that would not use the agency because of this individual. Referral sources communicated having issues dealing with her. A local SNF where we had a significant hospice census suddenly started to wain.
In spite of employee counseling over a significant period of time, she would not make changes in how she approached the community, administration, or referral sources when there was conflict. We had to make a difficult decision and tell her we could no longer move forward with her in that role. It changed the reputation in the community and referrals improved. Once the leadership model was no longer negative, we had content employees happy to come into work in the branch. It was a tough decision as no one wants to eliminate long-term employees, but that employee was hurting our recruitment, retention, and overall success in the branch.
Use Your Communication And Follow Through To Get Outcomes:
At Kenyon Homecare Consulting, we help agencies fill in the missing pieces to run like a well-oiled machine. Whether you need assistance with communication processes, implementing change, education to staff, or coding and Oasis; we can help. Call us today at 206-721-5091 or contact us online to see if our services are the answer to what your agency is missing. Also, register for our free ICD 10 coding and Oasis webinar on October 7th, Are you Leaving Money on The Table? Hope to see you there!