HR Solutions: Trust employees for a decrease in turnover

Positive feedback, fun and delegation are ways to help medical workers feel valuable

The health care industry is known for handling medical emergencies. However, health care organizations are now in an emergency situation because of the low unemployment rate. Finding new workers is not easy, and long-term retention strategies are often lacking. Both facts are leading to the current Code Blue alert for health care staffing.

Critical care must be taken to decrease turnover. The prescription is to ensure that leaders manage exceptionally in seven key areas.

Positive feedback

Providing praise when praise is due is the No. 1 management method to increase retention. Personal attention from the supervisor in the form of verbal comments or written notes is the most effective technique. Activities both inside and outside the work setting are second in importance. Provide certificates of appreciation, awards, lunch, special parking or a day off with pay. The feedback must be real and sincere. Remember an associate is an individual, so be sure to gear rewards toward the person.

Feeling of "being in on things"

Receiving information concerning department, company and industry conditions ranks No. 2 in survey after survey regarding why personnel stay with organizations. Consider using weekly meetings, newsletters, intranets and suggestion systems to keep staff informed.

Fun

Provide associates with opportunities to play. Jobs are more enjoyable and problem resolution is more innovative. In appropriate contexts, patients prefer to deal with people who are upbeat, friendly and smiling. Play is not unproductive and the opposite of work. Fun environments actually increase productivity and decrease turnover.

Communication

Communication is the lifeblood of the health care industry. Foster open discussions by getting to know team members, responding quickly to questions, clarifying vague or conflicting messages, and providing positive and constructive feedback. Encourage expression of contrary viewpoints and do not "shoot the messenger."

Body language and the volume, pitch and pace of the voice contribute to the message. Use active listening skills by maintaining eye contact, minimizing distractions and using gestures reflecting interest. Focus on understanding the message before responding. Clarify meanings behind atypical nonverbal behaviors.

Delegation

Delegating tasks increases job commitment, morale, enthusiasm and initiative. Challenge and growth opportunities are interjected into positions. Unfortunately, many supervisors do not delegate when they should. Reasons include lack of time to explain the task, a desire for perfection, fear of failure and feelings of anxiety toward surrendering authority.

However, delegation provides numerous benefits to managers, including a reduction in stress, an increase in time available and accelerated promotional opportunities.

Constructive feedback

Two questions must be asked before a superior has the right to counsel a subordinate. Does he want the individual to succeed? Is he treating the team member the way he wants to be treated? Heartfelt answers to these questions will definitely flavor the content and presentation style.

Apply consistent practices. Approach the person as soon as possible. Communicate specific behavioral facts. Mutually determine improvement goals and establish follow-up dates. Observe correct behaviors and provide positive feedback. Render additional coaching if the inappropriate behavior is repeated.

Performance evaluations

A supervisor and staff member need to separately complete a performance appraisal form. Content must include job duties, goals and personality characteristics critical for success. A timely meeting and positive attitude from the boss are crucial. Ensure the subordinate talks during 80 percent of the session.

Stop spending an inordinate amount time and money recruiting new personnel. Start focusing on exceptional supervision by managers, and watch a decrease in turnover and resources spent in selection.

(Lynne Haggerman is president/owner of Haggerman & Associates, an employment, management training, human resources consulting, and outplacement firm. She is also author and presenter of the seminar "Retaining Quality Employees.")