LIGHTHOUSE ATTRACTION & RETENTION 16/11/2010

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1 LIGHTHOUSE ATTRACTION & RETENTION 16/11/2010

2 LIGHTHOUSE ATTRACTION & RETENTION 16/11/ INTRODUCTION by Lieven Verbrugge 2. HR Challenges for the Future by Philippe Meysman 3. Setting the scene for Graduate Recruitment by Annelies Verbruggen 4. CASE by Alexandre Deschuymere 5. BREAK 6. How Engagement contributes to your Organization s Result by Marc Timmerman & Meindert Giessen 7. CASE by Frank Van Massenhove 8. CONCLUSIONS

3 LIGHTHOUSE ATTRACTION & RETENTION 16/11/ INTRODUCTION by Lieven Verbrugge 2. HR Challenges for the Future by Philippe Meysman 3. Setting the scene for Graduate Recruitment by Annelies Verbruggen 4. CASE by Alexandre Deschuymere 5. BREAK 6. How Engagement contributes to your Organization s Result by Marc Timmerman & Meindert Giessen 7. CASE by Frank Van Massenhove 8. CONCLUSIONS

4 LIGHTHOUSE ATTRACTION & RETENTION 16/11/ INTRODUCTION by Lieven Verbrugge 2. HR Challenges for the Future by Philippe Meysman 3. Setting the scene for Graduate Recruitment by Annelies Verbruggen 4. CASE by Alexandre Deschuymere 5. BREAK 6. How Engagement contributes to your Organization s Result by Marc Timmerman & Meindert Giessen 7. CASE by Frank Van Massenhove 8. CONCLUSIONS

5 AGENDA 1. CRITICAL HR CHALLENGES FOR THE NEXT YEARS 2. FOCUS ON MAJOR FUTURE CHALLENGES IN TALENT ATTRACTION 3. BUSINESS CASES & BEST PRACTICES

6 PART 1 : CRITICAL HR CHALLENGES FOR THE NEXT YEARS

7 Critical HR Challenges for the next years (1) (*) 1. MANAGING EXISTING TALENT Turning the quest for talent inward (development retention) Developing existing employees to the next level = most predictable and reliable way to go Providing jobs with sense, content and career perspectives Optimizing appraisal and reward systems Betting in people s potential and developping this last one with conviction and the right means (coaching, projects, etc) (*) Based on surveys from Hudson (Tackling the economic crisis Has HR learned from the past?, May HR & Business Leaders interviewed in 30 countries worldwide) and the Boston Consulting Group (The Future of HR in Europe : Key Challenges Through ,355 executives interviewed from 27 european countries)

8 Critical HR Challenges for the next years (2) 2. ATTRACTING NEW TALENT Talent shortage loom and Millennials are on the March Talent market is global (versus local) : number of European firms move to new locales such as India or China to get the groups of talented workers they need x 3 in the next 5 8 years Need of a clear employee value proposition aligned with the desires of the target groups and with the employer s brand Assessing the needs for talent in light of the strategic & business requirements Investing in online sourcing tools, social medias and passive candidates

9 Critical HR Challenges for the next years (3) 3. MANAGING DEMOGRAPHICS Managing the loss of capacity and knowledge by: implementing a comprehensive system of job families and competency management across the company anticipating the shortfalls Managing the aging of the workforce by adding/enhancing e.g. HC programs, new career systems, adapted shift models, etc Increasing the visibility of the employer s brand and globalizing the recruitment approach CHANGE IN WORKING POPULATION United Nations Department of Economic and Social Affairs/Population Division, World Population Prospects: The 2004 Revision, Volume III: Analytical Report

10 Critical HR Challenges for the next years (4) 4. BECOMING A LEARNING ORGANIZATION Choosing best tailored learning strategy for your company s needs and culture (in-class training, coaching, on-the-job learning, etc) Stimulating on-the-job development programs, job rotation, internal promotions, etc Key characteristics of a LO : Processes that encourages communication across boundaries Learning culture or culture of innovation Tools and techniques that help individual and group learning for instance problem solving and creativity Motivation and skills to acclimatize and learn A learning organization is an organization skilled at creating, acquiring and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights (Garvin, Prof. Harvard Business School,1993) The most visible differences between the corporation of the future and its presents day counterpart will not be the products they make nor the equipment they use, but who will be working, why they will be working, and what work will mean to them (Robert Haas, CEO of Levi Strauss and Company

11 Critical HR Challenges for the next years (5) 5. MANAGING WORK-LIFE BALANCE Implementing or bolstering WLB programs that afford employees e.g. flexible working hours, home working, time credits, part-time work, job sharing, on site/near site company childcare, etc The benefits of a well managed work-life balance work policy: improved recruitment and retention rates, with associated cost savings reduced absenteeism and sick leave usage a reduction in employee stress and improvements in satisfaction and loyalty greater flexibility for business operating hours improved productivity improved corporate image, becoming an employer of choice. Embracing programs that advance corporate social responsibility

12 Critical HR Challenges for the next years (6) 6. MANAGING CHANGE AND CULTURAL TRANSFORMATION Ensuring that top leaders support change efforts e.g. Executing change management programs Assessing employee behaviors and attitudes - shape these and change them for maximum effectiveness Naming an executive to head all corporate change management efforts Integrating new technologies (e-learning, social medias, etc)

13 Critical HR Challenges for the next years (7) 7. GOING TO GLOBALIZATION, OUTSOURCING & OFFSHORING Globalization of the labor market : employers seek more and more global HR Outsourcing and/or offshoring. Why? Cost reduction & management Focus on core business Access to specialized knowledge & know-how Operational & financial flexibility

14 PART 2 : FOCUS ON MAJOR FUTURE CHALLENGES IN TALENT ATTRACTION

15 Talent Acquisition Trends and Predictions (1) 1. CONTEXT OF TURMOIL & RECOVERY : Surgical labor cuts (rightsizing vs downsizing) Investing in labor that brings new capabilities to the table Need for an agile and flexible recruiting strategy, capable of adapting quickly to changing conditions Strategic hires by opportunity Increased importance of contingent labor (already today 1:5 workers worldwide) Continuous internal movement JIT training processes in a world of continuous change and innovation, for updating skills rapidly and inexpensively Explode out-of-the-box plan (to jump from hiring freeze situation to ramp-up hiring circumlstances)

16 Talent Acquisition Trends and Predictions (2) 2. FROM TRADITIONAL HR METRICS INTO HR REVENUE IMPACT Converting HR metrics into financial impact Learn from others who have made the transition ( Dollarize your business impact) Focus on key impacts (ROI top performers vs average, benefits of a retention strategy, etc)

17 Talent Acquisition Trends and Predictions (3) 3. THE WAR FOR TALENT, THE RETURN 3 d War for Talent (1999, 2005, 2010) Competition for talent increases as a consequence of the demographic gap structural shortage of a lot of profiles on the market (engineers, nurses, technicians, assistants, IT ers, etc) Power of recruiting relationship shifts away (from employer toward potential candidate), asking for : just-in-time & low cost innovations ( jugaad ) a more candidate-centric attitude leading to an improved candidate experience redesigning and securing the onboarding process learning how to counter negative employer branding messages Growing importance of the employer branding concept, used by the organizations mainly (69%) to secure their long term recruitment needs (survey of Universum, july 2010)

18 Talent Acquisition Trends and Predictions (4) Why investing in a strong employer brand? Ability to attract the very best people out of the talent group Ability to resist salary creep in a competitive market candidate will have other deciding factors than salary Shorter time to fill positions Higher employee commitment Lower employee turnover Top 10 ranking Business 1 Google Google KPMG Ernst & Young PWC Deloitte P&G Microsoft Coca-Cola Engineering Microsoft IBM Sony BMW Intel General Electric Siemens 9 10 J.P. Morgan Goldman Sachs P&G Apple Source : Global Trends in Employer Branding and Talent Attraction, July 2010, Michael Kalinowski, CEO Universum

19 Talent Acquisition Trends and Predictions (5) Main challenges to reach an employer brand leadership Work becomes an employment experience Employer branding is not a function but a business philosophy Less is more, small is big ; ROI to be continuously demonstrated Talent crisis becomes the matching crisis Relationships will replace reputation Employer brands become global Organizations will get nacked Work becomes living Connected, cleaner and greener Source : Employer Brand Leadership, September 2010, Brett Minchington, Chairman Employer Brand International

20 Talent Acquisition Trends and Predictions (6) 4. DIRECT SOURCING AS EMERGING POWERHOUSE Development of new and exciting recruiting tools : online tools that unify sourcing channels (e.g. etc) social media and other tools to source passive candidates (e.g. linkedin, facebook) shift away from active tools ( jobboards will soon be archaic ) matching jobboards e.g. etc employee referral programs mobile platforms (sms, smartphones, etc) Increased focus on implementing Hiring A-level talent training for both recruiters and hiring managers

21 Talent Acquisition Trends and Predictions (7) 5. OUTSOURCING & OFFSHORING Absence (in volume) and/of absolescence (in quality) of talent will lead more organizations to go to workforce decentralization via teleworking, outsourcing and/of offshoring 6. CRUCIAL IMPORTANCE OF RETENTION STRATEGIES With the War for Talent, companies will hunt by all means Are we sure the vast majority of organizations is prepared to mitigate risks caused by rapid and significant turnover? Retention strategies : Ensure employee recognition (recognize and celebrate success, recognize excellent performance, etc) Offer growth and development opportunities (leave some room for errors,) Ensure a healthy work-life balance and make work fun Offer competitive compensation, etc

22 PART 3 : BUSINESS CASES & BEST PRACTICES

23 Ernst & Young (1) Big four providing global services in four main areas: assurance, tax, transaction and advisory 141,000 employees spread over 140 countries Attraction strategy focus : Employer branding & campus recruitment Focus on brand pillars : opportunity, learning & development, inclusive and flexible environment and making a difference in the community embedded in every candidate-facing communication Best-Place-to-Work awards : Universum s #1 ideal employer of US graduates in business and accounting # 3 on BusinessWeek s Best Place to launch a career top 10 in Working Mother Magazine s Best companies for Working Moms top 3 in DiversityInc s Top 50 Companies for Diversity

24 Ernst & Young (2) Touch point mapping : customer service type model to identify and map critical interaction point with potential applicants Using social media : intensive use of videos, miccroblogging, blogging and facebook (35,000 fans in 2009) Personalized channels : mass-personalized messaging approach (e.g. EY experience, innovative online tool to communicate E&Y s culture and opportunities) Exciting corporate careers page : virtual reality tour of employees workspaces Internal brand message : helps employees understand how their work contributes to the success of the company how they can make a difference in the world CRM model : highly organized student-focused teams to build strong relationships with students, faculty, etc - executive involvment

25 Ernst & Young (3) Contests : Your World Your Vision contest for teams of students how to make a difference at a local level through community responsibility (award of 10,000 $) Unique events : e.g. International Intern Leadership Conference (attended by 1,700 students invited during the summer to learn more about the benefits of a career at E&Y : 90% conversation rate)

26 Aricent (1) Privately held Silicon Valley-based communication product and service provider operating in 19 countries worldwide Attraction strategy focus : World-class employee referral program High responsiveness : actions guaranteed within 72 hours of submission A dedicated team with clear SLA s : team of 5 dedicated to the management of the ERP with a clear SLA chart Proactive referrals : referral program calendar distributed in advance for a beter awareness of projected needs and events Prioritization of jobs : focus on mission-critical, revenue generating jobs and hard-to-fill positions Pre-assessment of the referrals : employees required to assess the technical skills and cultural fit of the referral for increased accountability, improved quality of the candidate and saving time of both manager and recruiter

27 Aricent (2) Significant results : Goals for all managers : each manager must refer at least one corporate alumni per year (66% of alumni rehires via ERP in 2009) Use of technology : dedicated microsite on firm s intranet Bonuses : linked to the targeted position top-ups motivational bonuses on each of its unique campaigns Solid ERP Metrics : key to continuous improvement Resume-to-hire ratio 3:1 (versus 5:1) Growing employee participation (from 33 to 66% between 08 and 09) ERP reaches 45% of total hiring ERP candidates accepts offer at a significantly higher rate ERP costs at +/- 20% less than hires produced via other sources

28 LIGHTHOUSE ATTRACTION & RETENTION 16/11/ INTRODUCTION by Lieven Verbrugge 2. HR Challenges for the Future by Philippe Meysman 3. Setting the scene for Graduate Recruitment by Annelies Verbruggen 4. CASE by Alexandre Deschuymere 5. BREAK 6. How Engagement contributes to your Organization s Result by Marc Timmerman & Meindert Giessen 7. CASE by Frank Van Massenhove 8. CONCLUSIONS

29 Conflicting messages (1/2) ( ) a poll of employers reveals the number of applications for each vacancy has surged to nearly 70 while the number of available positions is predicted to fall by nearly 7% (The Guardian, July 6th 2010) Opnieuw op weg naar tekort aan werkzoekenden ( ) het aantal vacatures dat bij de VDAB wordt aangemeld, lag in de eerste negen maanden van 2010 ruim 17% hoger dan in dezelfde periode van vorig jaar (De Standaard, 26/10/2010)

30 Conflicting messages (2/2) Do graduates need to be more flexible in their first career choice? Or Do graduates nowadays have the luxury of choice?

31 Our experience in the European graduate market RECRUITERS Put a lot of graduate positions on the market each year Raise the bar and set high expectations for graduates Adopt a multi-channel and multi-media approach APPLICANTS Want to connect with future management team Select employer based on company values Are stimulated by personal development and growth perspective Alignment between offering and expectations is not sufficiently visible and/or optimal

32 Generation Y in the media (1/3) The Peter Pan Generation

33 Generation Y in the media (2/3) Life in Cyberspace

34 Generation Y in the media (3/3) Up to a generation Z without boundaries?

35 The Clash of Generations? Generation Y is often represented as the necessary evil Generation X needs to deal with Still, the link between the characteristics of the 21st century workplace and those of Generation Y is only one step away.

36 The 21st century workplace. Technological Innovations Globalisation & Virtual Teams Work as a life experience Flat Organizations & Networking Cost Effectiveness

37 .and Generation Y Technological Innovations Excellent knowledge and mastering of social media Efficient working through advanced technical tools and the ability to work with these Globalisation & Virtual Teams Living with parents makes me free to go and stand where I want The world as my work space Work as a life experience Work - life FLEXIBILITY: why sit at my desk whole day when I can combine work with my personal life? Investment in personal growth

38 Flat Organizations & Networking Belonging to various communities and openly communicating with counterparts of all levels Cost Effectiveness Through distance working, making full use of all available tools, efficiency in work and openly sharing what I want and what I will do

39 Implications for Talent Attraction and Retention Attraction: Give insight into the values and mission of the organization: Can you liaise with these? Involve the right people in the attraction process: Who will I be working with? How can me career look like? Be specific about who you want to attract: How can I fully deploy my personality in this organization? Retention: Provide PROACTIVELY in development opportunities, Career Counselling, Coaching and Mentoring Reward based on PERFORMANCE (clear cause-effect link) and with more than financial remuneration Foresee in a work environment that enhances efficiency and result-oriented working

40 LIGHTHOUSE ATTRACTION & RETENTION 16/11/ INTRODUCTION by Lieven Verbrugge 2. HR Challenges for the Future by Philippe Meysman 3. Setting the scene for Graduate Recruitment by Annelies Verbruggen 4. CASE by Alexandre Deschuymere 5. BREAK 6. How Engagement contributes to your Organization s Result by Marc Timmerman & Meindert Giessen 7. CASE by Frank Van Massenhove 8. CONCLUSIONS

41 Kwalitatieve verpleegkundige zorgen : Aantrekkelijkheid, behouden en fideliseren van personnel A. DESCHUYMERE Adjunkt Directeur Verpleging Kliniek Sint-Jan

42 Welkom in de Kliniek Sint-Jan Bienvenue à la Clinique Saint-Jean Samen visie en beleid delen Partager la vision et la gestion

43 Sint-Jan : enkele cijfers Vrijwilligers Geneesheren Bedden Medewerkers Bevallingen Heelkundige ingrepen Daghospitalisaties Hospitalisaties Opnames Spoedgevallen Raadplegingen Bedrijfsopbrengsten

44 Pto Origine van de «Magnet hospitals» Magnet Hospitals zijn ziekenhuizen die: (1) erkend worden door de verplegenden als goede werkmilieu s, (2) een lage turnover vertonen wat betreft de verpleegkundigen, en (3) die zich situeren op een competitieve arbeidsmarkt

45 icto Classificatie van de ziekenhuizen Het vermogen van ziekenhuizen om verpleegkundigen aan te trekken en te behouden door een werkomgeving die zorgverstrekking van hoge kwaliteit aanmoedigt

46 Picto 1. Het management Een transformationeel verpleegkundig leiderschap op elke niveau v.d. organisatie

47 Picto Het management Opdracht & Doelstellingen : Het welzijn van de patiënt cliënt Beantwoorden aan de verwachtingen van het personeel Budgetair evenwicht

48 Picto Het management Organisatie & Structuur invoering van een participatieve en ondersteunende stijl invoering van een gedecentraliseerde en gebureaucratiseerde organisatie-structuur toepassing van het principe van gedeeld bestuur (shared governance) beslissingen i.v.m. de zorgen worden genomen op het terrein en niet door de administratie v.d. verpleegkundige zorgen (Buchan,1997; Kramer & al., 1991; Sovie, 1984; Aiken, 1995)

49 Picto H et management van het verpleegkundig departement Lange t erm ijn (W aarom?) Middella nge t erm ijn (H oe?) Korte t erm ijn (Wat?) Directie Verpleging Midde nkaders H oofdv erplegen den S trateg isch niveau Tactis ch niveau Operatio nee l niveau V erpleegk undig e o pdracht V isie en zo rgench arter D o elstellingen S tructuren P ersoneelso m kadering A anwerv ing en se lect ie Verpleegpro ces M etho disch hande len P ro fessio nalism e Vo rm ing Verdel ing van d e m idde len O ndersteuning/beg el eid ing P lanning U itvo ering Supervisie Evaluat ie Inzet v an de m iddelen Co aching/team bui lding

50 Picto Het management Sleutelssucces : de leiderschap Directie, kaders en hoofdverpleegkundigen Visionair en enthoesiast Bron van ondersteuning en ervaring Hoge verwachtingen t.o.v. de verpleegkundigen Valorisatie v.d. professionele opvoeding en ontwikkeling v.d. verpleegkundigen Autonomie v.d. verpleegkundigen en controle over hun werk Beantwoorden v.d. noden v.d. equipe Open houding en communicatie (Kramer & al., 1987,1988,1991; McClure & al.,1983)

51 Picto Het management : een hoge ratio verpleegkundigen / patiënten verzekeren Overwicht aan verpleegkundig personeel tegenover hulp- en logistieke personeel Een groter aantal verpleegkundigen met een hogere kwalificatie Voorkeur geven aan klinisch competente en gekwalificeerde verpleegkundigen, die de visie v.d. instelling delen (Buchan, 1999; Kramer & al. 1988; Kramer, 1990)

52 Picto Verpleegkundig departement : 760 personen (contractuelen) 572 ETP (betaalde effectieven) Voltijds : 47% - Deeltijds : 53 % Turnover : 15 % Kwalificaties : - Verpleegkundigen - Vroedvrouwen - Paramedici - Zorgkundigen - Logistieke hulpen

53 Picto Verpleegkundig departement : eind Infirmier(e) gradué(e) Gegradueerde verpl. Infirmier(e) breveté(e) Gebreveteerde verpl. Aide-soignant Zorgkundige 411 Sage-femme Vroedvrouw Paramédicaux Paramedici Assistant logistique Logistieke assistent Technicien(ne) RX Techn. Beeldvorming Animatrice Animator Assistant(e) en SI Verpleegassistent

54 Verhouding intreders / uittreders (personen) Proportion des entrants / sortants (personnes) in uit

55 Verhouding intreders / uittreders (VTE) Proportion des entrants /sortants (ETP) ,5 133,5 117, , ,5 87, ,5 57,5 67,5 66,5 73,5 85,8 in 50 56,5 55,5 53,5 uit

56 Picto 2. De verpleegkundige praktijk

57 Picto De verpleegkundige praktijk Behoud van een therapeutische relatie met de patiënt gebaseerd op de caring Patiëntgerichte zorg : gepersonaliseerde benadering Doelgerichte zorg : systematische en methodische aanpak Professionnalisme : kennis, vaardigheid, attitude Implicatie van de patiënt in de zorgproces : interatief begeleiding Referentieverpleegkundigen Kwalitatieve zorgresultaten : patiëntentevredenheid

58 Picto De verpleegkundige praktijk Zorgencharter : Wij engageren ons... u te verwelkomen op een persoonlijke en gastvrije manier tijd te maken om naar u te luisteren respect te tonen voor uw eigenheid en uw overtuiging informatie te geven over uw verzorging vertrouwelijk om te gaan met de informatie over uw verblijf uw betrokkenheid bij de verzorging te steunen te streven naar het behoud of herstel van uw autonomie de continuïteit en de coördinatie van uw zorgen te verzekeren uw vertrek, samen met u voor te bereiden aandacht te hebben voor uw opmerkingen en suggesties

59 Picto De verpleegkundige praktijk De klinische en organisationele autonomie alsook de verantwoordelijkheid van de verpleegkundigen verzekeren controle op de beroepspraktijk De verpleegkundig neemt deel aan de besluitvorming i.v.m. het leven en de organisatie v.d. afdeling (Kramer & al., 1991; McClure & al., 1983;Scott,Sochalski & Aiken, 1999)

60 Picto De verpleegkundige praktijk Concept : "Referentie verpleegkundigen" Gedelegeerde activiteiten 1. Opvang en begeleiding van studenten. 2. Opvang en begeleiding van nieuwe medewerkers. 3. Materiaalbeheer. 4. Hemovigilantie. 5. Pijnbeleid. 6. Hygiëne en procedures. 7. Apotheek 8. Verpleegdossier 9. Vg-MZG - procedures 10. Wondzorg. 11. Supportteam 12. Pastorale dienst. 13. Ethische commissie. 14. Diabetes 15. Interculturele bemiddeling 16. ARCA 17. Interne & externe vormingen. 18. Vrijwilligers 19. Informatie aan patiënten 20. Informatie aan personeel 21. Rampenplan 22. Veiligheid & Agressiviteit 23. Hoteldiensten Activités déléguées 1. Accueil et guidance des étudiants. 2. Accueil et guidance des nouveaux collaborateurs. 3. Gestion du matériel. 4. Hémovigilance. 5. Gestion de la douleur. 6. Hygiène et procédures. 7. Pharmacie 8. Dossier infirmier 9. DI-RHM - procédures 10. Soins de plaies. 11. Supportteam 12. Service pastoral. 13. Comité d éthique. 14. Diabète. 15. Médiation interculturelle 16. ARCA 17. Formations interne & externe. 18. Bénévolat. 19. Information aux patients. 20. Information au personnel. 21. Plan catastrophe. 22. Sécurité & Agressivité 23. Hôtellerie

61 Picto De verpleegkundige praktijk Een samenwerking ontwikkelen tussen verpleegkundigen en geneesheren = wederzijds respect voor kennis en bekwaamheid en onderlinge verbintenis tot het verlenen van kwaliteitszorgen.

62 Picto 3. De professionele ontwikkeling

63 Picto De professionele ontwikkeling Mogelijkheden tot professionele ontwikkeling verder uitbouwen Permanente vorming en steun a.d. organisatie Begeleiding v.d. nieuw aangeworven via een programma op maat Openheid naar buiten toe : deelneme aan kwaliteitsprojecten (Clinical leadership, Work Life Balance, ) (Eckardt, 1998; Buchan, 1994; Kramer & al., 1993)

64 Picto Project A.R.I.Q. : Modélisation de l'hôpital attractif (S. Stordeur et al., 2009) Axes 1. Sens de la mission 2. Support organisationnel aux personnes 3. Ouverture vers l extérieur Dimensions 1. Valeurs, vision stratégique et politiques claires 2. Qualité de leadership des dirigeants 3. Activités de recherche et image des soins infirmiers 4. Politiques et programmes de personnel 5. Développement professionnel 6. L établissement est partie prenante d un réseau de soins 7. L établissement exerce un rôle de santé publique Références 1. Définition claire des orientations stratégiques 2. Structure organisationnelle horizontale 3. Place centrale du patient 4. Engagement envers la qualité 5. Modèles professionnels de soins 6. Respect mutuel entre les disciplines 7. Leadership fort et visible 8. Gestion participative des collaborateurs 9. Maîtrise des processus de gestion des ressources humaines 10. Activités de recherche pour l amélioration de la qualité de soins 11. reconnaissance des infirmières à délivrer des soins de qualité 12. Infirmières cliniciennes ou de pratique avancée : soutien et consultation 13. Politiques et programme de personnel créatifs et flexibles 14. Revalorisation du lieu de travail 15. Facilités accordées aux collaborateurs pour assurer l équilibre famille travail 16. Grande valeur accordée à la croissance personnelle et professionnelle 17. Accords de collaboration entre hôpitaux et services de soins extrahospitaliers 18. Organisation régulière de manifestations de promotions de la santé 19. Principe de cohérence : gestion des équilibres et des paradoxes

65 Picto De aantrekkelijke instelling : in praktijk Ontwikkel een gedeelde visie gedragen door alle zorgactoren en vertaal deze in operationele doelstellingen 2. Geef een gezicht aan uw instelling en blijf beschikbaar. Voer een opendeur politiek 3. Doe een aanwervingsbeleid in gekwalificeerd personeel. Vermijd uitzendkrachten

66 Picto De aantrekkelijke instelling : in praktijk Respecteer de keuze van dienst en van arbeidstijd 5. Geef zo mogelijk een contract van onbepaalde duur en zorg voor een goed onthaal van nieuw aangeworvenen 6. Duidt mentoren aan voor de begeleiding en de integratie van de nieuw aangeworvenen 7. Maak polyvalente medewerkers van uw personeel. Stimuleer de collegialiteit en de solidariteit in het werk

67 Picto De aantrekkelijke instelling : in praktijk Geef de totale verantwoordelijkheid over patiënten aan referentie verpleegkundigen 9. Ontwikkel een doorgedreven autonomie voor verpleegkundigen Verplaats de beslissing naar de basis 10. Stimuleer de permanente vorming en voorzie hiervoor tijd en financiële middelen

68 Picto De aantrekkelijke instelling : in praktijk Zorg dat alle leidinggevenden een cursus in 'Leadership volgen zodat ze hun personeel kunnen inspireren 12. Werk een mobiliteitsplan uit voor alle medewerkers 13. Zorg voor een veilige werkomgeving door middel van adequate procedures

69 Picto De aantrekkelijke instelling : in praktijk Stel het ziekenhuis open en maak uw cultuur van uw instelling zichtbaar 15. Creër vaste samenwerkings- verbanden met hogescholen en universiteiten

70 Picto De aantrekkelijke instelling : in praktijk... Draag niet alleen zorg voor uw patiënten maar tevens voor al het paramedisch personeel Een aangename en kwalitatieve werkomgeving verhoogt de kwaliteit van de zorgverlening

71 Picto Besluit De verbetering van de organisatorische kenmerken van de bestudeerde instellingen moet beschouwd worden als een valabele interventiepiste en een pertinente strategie voor de verzorgingsintellingen, die geconfronteerd worden met niet te onderschatten stressfactoren of die een gezonde werkomgeving willen bieden aan het verplegend personeel.

72 Picto Meer interesse? Éditeur : Editions Lamarre Collection : Fonction Cadre de santé Année de publication : 2009 Nombre de pages : 248 ISBN : Code : WL2869

73 LIGHTHOUSE ATTRACTION & RETENTION 16/11/ INTRODUCTION by Lieven Verbrugge 2. HR Challenges for the Future by Philippe Meysman 3. Setting the scene for Graduate Recruitment by Annelies Verbruggen 4. CASE by Alexandre Deschuymere 5. BREAK 6. How Engagement contributes to your Organization s Result by Marc Timmerman & Meindert Giessen 7. CASE by Frank Van Massenhove 8. CONCLUSIONS

74 LIGHTHOUSE ATTRACTION & RETENTION 16/11/ INTRODUCTION by Lieven Verbrugge 2. HR Challenges for the Future by Philippe Meysman 3. Setting the scene for Graduate Recruitment by Annelies Verbruggen 4. CASE by Alexandre Deschuymere 5. BREAK 6. How Engagement contributes to your Organization s Result by Marc Timmerman & Meindert Giessen 7. CASE by Frank Van Massenhove 8. CONCLUSIONS

75 The Mosquito & the Nudist Colony

76 Anno 2009

77 KEY HR ISSUES IN 2009 ENGAGING AND RETAINING TALENT WHILE RIGHT-SIZING

78 Anno 2010

79 Are we facing a hiddentsunami?

80 The Case : The results of an Economic Battle Fatigue Multiple external surveys in Europe indicate that there could be an employee turnover as high as between 40-60% in 2010 as economies slowly recover. 1 out of 3 key performers is considering leaving their employer in out of 4 high potentials is considering leaving their employer. (Source : HBR, May 2010) This year staff attrition could cost the UK economy in excess of 1 billion. (Source : The Grapevine, Feb 2010) The Hudson Talent Engagement Survey Results indicate an average of weak contracts between 30 & 50% in Europe in H

81 Are you ready to play Musical Chairs?

82 FOCUSSED HR ISSUES IN 2010 SEPARATE SCHOOLS OF THOUGHT Two Main Schools of Thought : Individual Entry Point : Talent Engagement & Retention Organisation Entry Point : Business Strategy & Workforce Planning Hybrid : Succession Planning All focussing on increasing volume of Talent Pool Moving from 4-6 % to 10% of first Tier Top Talents Anticipating Retention Risk? Investing towards Future Growth? Gaining Competitive Advantage? More focus on employer branding as part of commercial branding If people like us as an employer, we must be good as a company! Re-inventing the Brand to come to a multi-facetted appeal for many

83 THE IMPORTANCE OF AN EMPLOYER VALUE PROPOSITION

84 SHOULD I STAY OR SHOULD I GO? Employer Make vs Buy Psychological Contract Stay vs Employee Change

85 EMPLOYEE ENGAGEMENT The Talent Engagement Dimensions Measured

86 Employee Promises : an image of 2010

87 Employer Promises : generalised view 2010

88 THE BUSINESS CASE EASIER SAID THAN DONE 1. ENGAGED & MOTIVATED EMPLOYEES 2. HIGH PERFORMANCE & RETENTION 4. POSITIVE SHAREHOLER RETURNS 3. POSITIVE CUSTOMER EXPERIENCE

89 FACTORS AFFECTING COMMITMENT Source: A handbook of HRM Practice by M. Armstrong (2003) Research carried out by Purcell et al (2003) established that the key policy and practice factors influencing levels of commitment were: received training last year; are satisfied with career opportunities; are satisfied with the performance appraisal system; think managers are good in people management (leadership); find their work challenging; think their firm helps them achieve a work-life balance; are satisfied with communication on company performance

90 STATISTICAL ANALYSIS RETENTION WEAK FIRM LOOSE STRONG CORRELATION * ** P-VALUE WEAK CONTRACTS LOWER STRONG CONTRACTS * Significant on a 10% level. ** Significant PERFORMING on a 5% level & LOWER HIGHER RETENTION RETENTION PERFORMANCE WEAK FIRM LOOSE STRONG CORRELATION **.682 ** P-VALUE ** Significant FIRM CONTRACTS on a 5% MOST level LIKELY TO BE HIGH PERFORMING

91 ORGANISATIONS ARE PEOPLE-BASED Affective Commitment A feeling of attachment to the company and its values (belonging, solidarity, and affiliation) RETENTION Normative Commitment A feeling of obligation to serve the company and to work hard Continuance Commitment A feeling of necessity to remain working for the company as changing jobs would cost too much (economic, effort, social) PERFORMANCE Meyer & Allen ENGAGED ENGAGED EMPLOYEED EMPLOYEED ARE ARE HIGHER HIGHER PERFORMING PERFORMING & LONGER LONGER TENURED TENURED

92 EMPLOYER VALUE PROPOSITION DELIVERING ON OUR PROMISES IS KEY The organization delivers on the promises it makes to employees How does it manifest itself with current and potential employees: I m clear on what it means to work in my organisation common clarity on the psychological or social contract What you told me it was going to be like to work here is like it really is; and It aligns with what I m looking for from an employer One of Our Biggest Challenges on a short term is that we will have to be many things to many individuals

93 IN CONCLUSION: THE TALENT CRUNCH WILL OUTLIVE THE ECONOMIC CRISIS Step back and consider the big picture to identify opportunities Remember people drive innovation, productivity & performance Be creative about retaining key talent & establishing diversity BUILD FOR TOMORROW WHILE OTHERS ARE FOCUSED ON TODAY Re-evaluate talent for current and future requirements It takes A-players to hire A-players! Balance the short term actions with long term strategies TAKE TIME TO UNDERSTAND YOUR PEOPLE Psychological contract provides unique insight Communicate, communicate and communicate! Engagement is a two-way deal

94 THANK YOU FOR YOUR ATTENTION AND JUST REMEMBER The certainty of misery is better than the misery of uncertainty