Retention Plan for Future Radiology Employees - Assignment Example

Retention Plan for Future Radiology Employees Recruitment and retention of physicians in all specialties remains a universal challenge. This challenge applies to both outpatient and inpatient physicians, primary care and specialist physicians, as well as private, government, and hospital-owned practices. Most analysts have cited recruitment and retention of physicians as an Achilles heel for most hospital programs. The most notable effect of recruitment and retention problems is destabilization of hospital programs. Largely, these problems include; Inadequate planning, many programs fail to appropriately estimate the demand for their services, at the program’s onset and over time, and thus fail to anticipate staffing requirements. In addition, most programs fail to plan and time the hiring of physicians when multiple providers are needed. They have failed to develop short-and long-term strategic staffing plans. The other problem is absence of a clearly defined recruitment process, a host of hospitalist programs have failed to create a well-planned and choreographed recruitment process, leading to missed opportunities and/or a hiring mismatch (Simone, 2009). The other problem is hiring mismatch, many programs hire providers who do not fit in with the practice “culture.” There is a mismatch between vision, values, and objectives of the hospitalist program and the newly hired physician (Harris & Hartman, 2001). This can translate to disruptive behaviors within the hospitalist practice, low morale, and can result in poor provider and program performance. The last problem and which is the focus of this study is lack of a retention plan. Most programs have been successful in finding a good physician-practice fit but failed in support and integration of the new physician into the practice, hospital and community. A poorly developed retention plan or the absence of one can lead to physician turnover (Mathis & Jackson, 2010). Physician turnover can result in staff shortages, which may lead to program instability, such as being disruptive to the “chemistry” of a practice, provider job dissatisfaction, provider burnout, and subsequent poor clinical outcomes. Provider turnover can be quite costly to a hospital program, as numerous costs are associated with replacement of providers (Simone, 2009). These costs include those associated with recruitment, such as sign-on bonuses, medical school loan repayment, relocation expenses, lost productivity for hospitalist and hospital staff during the recruitment process, headhunter fees, and revenues lost during provider shortages. In addition, programs may experience inappropriate ancillary utilization and an increase in the length of stay as a result of being understaffed, negating two of the major benefits of having a hospitalist program. This ultimately will decrease the return on investment for the subsidizing entity (Simone, 2009). One way to reduce turnover is to approach the issue from the perspective of what can be done to get employees to stay (Gomez 218). Management can take numerous actions to deal with retention issues. The choice of a particular action depends on the analysis of the turnover and retention problems in a particular organization and should be custom tailored for that particular set up. A special type of retention assessment, and one which will be applied in this study, focuses on first-year employees. It is not unusual for turnover to be high among newer employees during the first year. Sometimes the cause of departure is voluntary; for example, individuals may identify a mismatch between what they expected in their jobs and managers and what actually occurs, or between their perceptions of the new job and its reality (Mathis & Jackson, 2010). Other times individuals are involuntarily removed in the first year. Some causes can be excessive absenteeism and poor performance, mismatches with job requirements, and conflicts with other employees and managers. If these situations occur too often, the departmental head with the assistance of the HR may need to reevaluate its recruiting and selection process, as well as its job previews to make sure they are realistic (Mathis & Jackson, 2010). Overall, focus on first year retention and turnover is useful because individuals who stay for a year are more likely to extend their employment and have greater retention beyond the first year (Mathis & Jackson, 2010). Also, effective first year efforts may translate to future career development, higher performance, and other positive retention factors. A retention plan is largely focused on key personnel. Key employees include any individual within the radiology department who is responsible for management decisions. Loss of such an employee would lead to impulse in managerial decisions and may affect service delivery. A key employee may also be one who is highly paid, a higher pay often comes with greater responsibilities which means that the employee may be responsible for a significant amount of work within the department. The other quality of a key employee is that he may have a significant impact on sales which means he may be responsible for bringing in clientele or may have a way of breaking new grounds for the department (Daft, Kendrick & Vershinina, 2010). Lastly, a key employee may have a special rapport with customers and creditors meaning that their departure would lead to customer loss. In overall, the department should pay greater attention to retaining these key employees as a means of retaining their customers and optimizing service delivery. The principle in retention is to have one-on-one conversations to discover the underlying motivators that will entice employees to stay rather than leave (Weiss, 2012). This involves understanding why employees would consider joining a competitor, an alternate department or another institution. Cultivating this understanding would help in developing a plan which among other things meets the employee expectations and overcomes competitor’s recruiting practices. Based on existent human resource studies and the situation of the radiology department it is possible to identify that employee turnover is highly likely due to low morale, dissatisfaction, minimal development and lack of recognition. The presence of one or several of these factors is often likely to lead to employee dissatisfaction. Therefore, any employee retention plan should focus on adequately and collectively addressing these components. This will ensure employees are content with their work environment and that they are actively engaged in their job (Bohlander & Snell, 2010). Developing a well thought out retention plan is fundamental to the success of the radiology department and in extension the entire organization. Equally important, it guarantees consistent services to patients and helps in improving the general health of the populace. In developing a retention plan for the radiology department this study adopts a framework that touches on each of the above enumerated factors. The major departure being the fact that the current framework looks at the solutions or means of addressing the identified employee concerns in a bid to improving job satisfaction. Components of the Employee Retention Plan The retention plan is based on seven components that are considered critical in improving the employees’ perception of the job. Each of these components is discussed on basis of the expected effect on the employee and a pointer given on how they contribute to employee retention. Compensation, Gomez-Mejia, Balkin & Cardy recognize two forms of compensation, total compensation and base compensation. Total compensation represents the quantifiable rewards an employee receives for his or her labors (2012). Base compensation is the fixed pay an employee receives regularly, either in the form of a salary or as an hourly wage (2012). Employees desire compensation systems that they perceive as being fair and commensurate with their skills and expectation. The important factor for the radiology department is a strategic compensation program. This entails compensation of employees in ways that enhance motivation and growth, while at the same time aligning employee objectives, philosophies, and culture of the organization. Strategic pay planning goes beyond determining what market rates to pay employees-although market rates are one element of compensation planning-to purposefully linking compensation to the department goals and the organization’s mission and objectives (Bohlander & Snell, 2010). For most employees, pay has a direct bearing not only on their standard of living, but also on the status and recognition they may be able to achieve both on and off the job. To ensure employee retention, there must be pay equity pay equity embraces the concept of fairness. For employees, pay equity is achieved when the compensation received is equal to the value of the work performed. Therefore, it is important that the department develops a compensation policy that is both internally and externally equitable. The pay is deemed internally equitable when employees believe that the wage rates for their jobs approximate the job’s worth to the department. Perceptions of external pay equity exists when the organization is paying wages that are relatively equal to what other employers are paying for similar types of work (Bohlander & Snell, 2010). Benefits, employee benefits are group membership rewards that provide security for employees and their family members. They are at times called indirect compensation as they are given to employees in the form of a plan (such as health insurance) as opposed to cash (Gomez-Mejia, Balkin & Cardy, 2012). A benefits package complements the base-compensation and pay-incentives components of total compensation. Employee benefits protect employees from risks that could jeopardize their health and financial security. They offer a fall back in case of illness, injury, joblessness, old age and bereavement. They can also afford services or facilities that various staff find important, such as child-care services or a fitness center. In most cases, major benefits such as insurance, social security and financial security are accorded from the organizational level and are not specific to the radiology department; they often constitute the legally required benefits. Since these are common, it is then important for the department to look at benefits that suite the specific employees in the radiology department. In general, these would include, fitness programs, child-care programs, meal vouchers, and paid time off. These benefits help retain employees as they feel that their specific needs are met and that the department is concerned with their welfare (Daft, Kendrick & Vershinina, 2010). Acceptance, employee acceptance is largely linked to diversity within organizations. Looking at the present organizations, it is possible to recognize that some groups are likely to be left out of the corporate mainstream. For example, African Americans still face a certain amount of explicit racism, Asian Americans confront two stereotypes-one saying that they are too cautious and reserved to lead, and another saying they are unscrupulous in business as well as the belief that they are too educated to merit special consideration (Gomez-Mejia, Balkin & Cardy, 2012). Full social acceptance is still denied to people with disabilities, who are often incorrectly perceived as being less capable than others, more prone to quit their jobs under pressure, and costly to accommodate in the workplace. Other groups that are likely to face some form of discrimination in the workplace include foreign-born workers, who may be faced with language and cultural barriers, homosexuals, and older workers who face negative stereotypes about their abilities, energy, and adaptability, as well as some physical problems and resentment from younger workers (Gomez-Mejia, Balkin & Cardy, 2012). Addressing these stereotypes to ensure acceptance and consideration of all departmental employees as equal and capable would promote acceptance. This translates to comfort and a sense of belonging an essential factor in employee retention. Fulfillment, on assuming work in the radiology department every employee brings a set of expectations. It is these unsatisfied goals that provide mechanisms for motivating workers. Employees respond to opportunities to fulfill personal goals and objectives. Need fulfillment opportunities are a primary factor in keeping turnover at low level (Harris & Hartman, 2001). Employees whose needs are being met and whose continuing desires are promised future fulfillment are likely to want to stay in the department. The degree of fulfillment of past and existing needs is also a method for measuring personal satisfaction. Satisfaction is gauged by identifying the strength of a need, then comparing the need strength to the amount of fulfillment provided. Satisfaction equals the strength or desire for a need minus the amount of fulfillment actually provided (Harris & Hartman, 2001). Self development, employees must increasingly take an active role in their own development. To do otherwise is to risk stagnation and obsolescence. In a small set up, such as the radiology department, where the resources are minimal and there is no human resource department self development must also be nurtured albeit in a different and creative manner. Like employees in a mammoth organization, the radiology employees also want to feel they are growing and moving forward. Most individuals do not want to be in a situation in which they feel stagnant (Gomez-Mejia, Balkin & Cardy, 2012). If employees feel that way, they will most probably be thinking about possible employment elsewhere that may come with better opportunities. One of the most profound ways is assigning projects congruent with an employee’s development needs and interests. This allows them to dig deeper and improve their understanding a factor that helps in developing their experiences and improving their technical knowledge (Gomez-Mejia, Balkin & Cardy, 2012). Another approach that can be applied in the department with manageable financial requirements is sending employees to professional meetings to represent the department. Other endeavors may include attending workshops and exchange programs. These activities offer employees opportunities for self development and may prompt them to stay within the department as their personal needs for growth are met. Recognition, according to Bohlander and Snell, noncash incentive awards and employee recognition are the most effective motivators (2010). Noncash rewards were examined earlier under benefits and thus this section solely looks at recognition. Recognition is a conduit that shows employees that the company (in our case department) appreciates their efforts, their unique gifts, and their contributions, the more public the recognition, the more powerful the effect. The radiology department can come up with special assignments through which employees are recognized. The department can also institute awards to recognize performance or consistency, whichever rationale they adopt they should ensure that at least every employee is recognized for one thing or the other. Respect, developing good employee relations means providing fair and consistent treatment to all employees so that they remain committed to the department. A set up with good employee relations is most likely to place high value on employees as stakeholders. Employees who are treated as stakeholders have specific rights within the department and in extension the organization and can expect to be treated with dignity and respect. Upholding these individual rights is an important factor in fostering good relations and in retaining these employees (Gomez-Mejia, Balkin & Cardy, 2012). Implementation Having developed the components of the retention plan it is expected that the implementation would be challenging. Many programs develop elaborate plans but fail in the execution stage. Successful commencement necessitates both effective leadership and management of the practice (Simone, 2009). Equally important to the implementation phase is the department’s budget as each of the components requires resources to enforce as a means of actualizing the plan. The following is the expected resource implication for implementing each of the components discussed constituting the department’s budget. Component Activities requiring resource allocation Amount Compensation Enforcing pay equity $4500 Benefits Starting different programs (fitness programs, child-care programs, meal vouchers, and paid time off) $2000 Acceptance Employee education on benefits of employee diversity and ensuing merits. $500 Fulfillment Matching employee expectations and department activities. $500 Self development Providing self development opportunities (workshop attendance, special assignments, attending professional meetings) $1000 Recognition Awards (such as productivity, creativity, consistency etc) $1000 Respect Education on how to enforce and guarantee individual rights. $500 Total $10, 000 It is predicted that with successful execution of the plan the department will be in a position to retain key employees and safeguard against costs arising from recruitment and hiring processes as well other costs resulting from employee turnover. References Bohlander, G. W., & Snell, S. (2010). Managing human resources. Mason, OH: South-Western Cengage Learning. Daft, R. L., Kendrick, M., & Vershinina, N. (2010). Management. Andover: South-Western/Cengage Learning. Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2012). Managing human resources. Boston: Pearson. Harris, O.J. & Hartman, J.S. (2001). Organization Behavior. New York: Routledge. Mathis, R. L., & Jackson, J. H. (2010). Human resource management. Mason, OH: Thomson/South-western. Simone, K. G. (2009). Hospitalist Recruitment and Retention: Building a Hospital Medicine Program. Hoboken: John Wiley & Sons. Weiss, D. S. (2012). Leadership-driven HR: Transforming HR to deliver value for business. Toronto: Josey-Bass. Read More