10/19/2015 PRACTICE MANAGEMENT TRACK. This is a high turnover industry. EMPLOYEE SELECTION AND ONBOARDING - BEST PRACTICES Cris Kane Hurst, CVT, SPHR

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1 PRACTICE MANAGEMENT TRACK EMPLOYEE SELECTION AND ONBOARDING - BEST PRACTICES Cris Kane Hurst, CVT, SPHR This is a high turnover industry. 1

2 The national average for all industries in our region is somewhere between 8.6 % and 27.6%. According to the American Animal Hospital Association, turnover rates in the veterinary industry are at about 30%. The average cost of turnover for an organization is at least 6 months equivalent of revenue per employee. Decrease turnover through a more focused selection and hiring process Ramp up onboarding programs to ensure engagement and retention of your new employees Turnover Data Month A (separations) B (new hires) C (total workforce) January February March April May June July August September October November December Total Divide the total number of employees for the year by 12 months. This yields an average monthly workforce of 47 employees. Divide the number of separations for the year by the average number of employees per month. 11/47 = 23.4% 2

3 Cost of a bad hire Hard costs Recruiting and hiring Training and onboarding Salary and compensation Soft costs Time Wouldn t it be better to waste fewer dollars and valuable time on turnover that you can control, and to be more effective at hiring the right person for the job? 3

4 Hiring the right people from the start and setting realistic expectations, is the single best way to reduce employee turnover Selection: Competency Modeling Google defines a competency model as a collection of competencies that together define successful performance in a particular work setting. Competency Models 4

5 Competency Models Competency based selection The process of evaluating candidates behavioral attributes, as well as their skills and knowledge, by using job profiles and structured interviews to determine their suitability for a position. 5

6 Creating or refining your selection process will require time and effort Get your team involved Identify your resources Facilitate a meeting Develop a competency profile Develop competency based questions Train them and your supervisors and managers List of Competencies Adaptability Exercising Initiative Analytical Goal oriented Communication Organizing & Prioritizing Conflict Resolution Job Knowledge Continuous Learning Leadership Coping Skills Supervisory & Leadership Skills Compassion Problem Solving Critical Thinking Skills Project Management Customer Service Service Oriented Decision Making Integrity/Honesty Diligence Teamwork Diversity Time Management Empathy Work Standards COMMUNICATION (oral/written) Give me a recent example that best shows your ability to communicate effectively. Describe a time when good listening skills helped you overcome a communication problem or gave you an opportunity to exceed a client s expectations. Tell me about a situation when you had to speak up or be assertive in order to get a point across that was important to you. Give an example of a time when you communicated successfully with another person, even when that individual may not agree with your point of view.. 6

7 CONTINUOUS LEARNING Tell me about a job that you held in the past where continuous learning was necessary and important. How did you continue to grow your knowledge, skills and expertise? How did you apply new learning to your position? Describe a time when you realized you needed additional skills or knowledge to be successful. What was your approach to gaining these skills? Tell me about a specific situation when you did not have the knowledge or skills to complete a task or assignment. What did you do? Benefits of competency based selection Simplifies the process of filling positions Reduces the chance of a bad hire Enhances the quality of the hire Demonstrates fairness Encourages diversity You now have.. Your Hiring Team Your Candidate Profile Behavior based questions You have trained your team to understand to avoid questions/comments that are illegal 7

8 Leader/Peer Interviewing Gives team a sense of being part of the process and a sense of accountability to train new employees properly Peer interviews allow newcomers to know someone already How do we get around the too busy excuse? oconnect to WHY oresults in less interviews, less retraining, and higher quality The interviews Competency based Interviews Also called structured or behavioral interviews incorporate questions that target a specific skill or competency. Candidates are asked questions relating to their behavior in specific circumstances, and they are asked to back up with concrete examples. PAST BEHAVIOR PREDICTS FUTURE BEHAVIOR 8

9 The 3 interview process Realistic Job Preview (RJP) Gives applicants a clearer view into the position, and what it will take to succeed Shows both positive and negative aspects of the job and helps the candidate determine whether the job is for them Involves the team in the selection process 9

10 The RJP Provide an agenda Give a tour of the hospital Introduce them to other team members Make them feel comfortable, be human, get the candidate involved Be considerate of their time Reference Check Why involve other team members? Engages high performers in the selection process Increases employee engagement Implements a more rigorous hiring process to ensure the best candidates are brought into the organization Increases the likelihood of better performance across all pillars of the organization especially retention Fosters peer investment in new hire s success 10

11 It s time to hire! Send an offer letter Be competitive Make timely decisions If you like them, chances are..others will too First day on the job Be expecting them and make them feel welcome Review new hire packets Plan to spend part of the day in orientation Avoid brain overload 11

12 Onboarding is a process not an event Immerse new employees in the company s culture and vision. Ensure that employees feel valued and important Are how an employee starts to identify with the organization and feels a sense of belonging Keep it Going Engage the owner or owners of the practice Conduct regular check-ins on employee progress to review performance and get feedback from employee provide coaching and support Monitor the program over time and make adjustments as needed Your entire team can play a central role in designing the, selection and onboarding processes in ways that maximize the likelihood of hiring talented professionals who will stay with the organization for years to come 12

13 Presentation notes will be provided tomorrow on our website: Go to the For Veterinarians section and click on Symposium. Please note that not all of the lectures will be available. 13