August 7, 2024 • 48 mins
Welcome back to Bread to Lead, the podcast dedicated to empowering you to unleash your leadership potential and make a lasting impact. Hosted by Dr. Jake Tayler Jacobs, this episode dives into the critical issue affecting healthcare organizations across the nation: the true cost of neglecting team development and the transformative power of investing in your people.
In this episode, Dr. Jacobs peels back the layers to examine the real financial and human costs of failing to invest in your existing team. Drawing from his extensive experience in staffing and workforce management, he highlights the challenges healthcare organizations face with temporary staffing solutions and the importance of addressing deeper systemic issues.
From the financial impact and productivity loss to the hidden costs of undeveloped staff, Dr. Jacobs presents compelling data and real-world examples to underscore the importance of investing in leadership and skill development. He also provides actionable strategies for effective team development, such as comprehensive needs assessments, personal development plans, and mentorship programs.
Whether you're in healthcare or any other sector, this episode offers invaluable insights and practical solutions to help you cultivate a thriving, resilient, and engaged workforce. Tune in and discover how investing in your team can lead to better patient outcomes, higher staff retention, and a more robust organizational culture.
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Transcript
Episode Transcript
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(00:00):
Change Agents, welcome back to the number one podcast for leadership.
Let's go. We'll be right back.
Music.
(00:23):
Welcome back, welcome back, welcome back.
Welcome back to Bread to Lead, the podcast that empowers you to unleash your
leadership potential and make a lasting impact.
I am your beloved host, Dr.
Jake Taylor Jacobs, and I am on a mission to help you cultivate the mindset
and skills to lead with purpose, authenticity and heart.
(00:47):
Y'all, I'm excited about this podcast, this specific lesson,
because we're going to be talking about something that is near and dear to my
heart. So I'm so excited about that.
In our previous episodes, we explored various facets of effective leadership
from navigating change and cultivating resilience to mastering the art of influence and persuasion.
Today, we're diving deep into the critical issue that's affecting health care
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organizations across the nation.
And yes, I like to leave this marker here.
Yes, I'm talking about health care organizations across the nation.
However, this is also applicable to industries across all sectors.
As anyone that knows from episode one that's been following Dr.
(01:31):
Jake has been a part of many sectors and many industries.
But yes, I am specifically talking about health care today because that's where
I've been of recent. So the information that you're going to be receiving,
please take all of the meat and the things that don't apply to you. You can toss them away.
But we're talking about that and the true cost of neglecting team development
and the transformative power of investing in your people.
(01:53):
Listen, as someone who has worked extensively in staffing and workforce management nationwide.
I've witnessed firsthand the challenges that many health care organizations
face while temporary staffing services often offer a quick fix, if you will.
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They're merely just a bandaid for deeper systemic issues.
Today, we're going to be peeling back the layers and examining the real cost,
both financial and human, of failing to invest in your existing team.
So before we dive in and I got another before we dive in, but before we get to the dive in.
I do want to say that Sips Healthcare Solutions is a health care staffing and
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workforce management firm.
And yes, we do offer service items that support health care services through
temporary staffing for anything period before, during and after surgery.
However, although we do provide amazing professionals that are able to go and
plug holes and put a Band-Aid on a boohoo boo boo.
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Typically, when we leave organizations, we we typically see the same thing.
Once the Band-Aid is taken off, you know, once the hole is plugged,
when we leave, we're taking a Band-Aid off and we're unplugging the hole again.
And the problem deep down inside is still rooted in is still the same.
This is why we want to ensure that not only are we facilitating those short
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term staffing needs that hospitals moving forward understand that we want to
partner with partner with them to to fix the root issue,
which is typically something that's deep down.
And we'll talk about it longer in the facility. I mean, longer within this podcast.
And if you're newer to the podcast, this is more of a podcast where we where
we in we engage in thought provoking information that you can actually apply
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in your actual life or in your business within your organization.
Literally applicable today if wanted to start to implement.
But as a firm, we focus on those solutions that can help the health facilities
not only operate more efficiently,
become more effective, but ensure that there's another front line of leadership that is coming.
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Because typically within organizations, we see that there's this short end or
this short flow or windfall, if you will, of leadership.
There's no succession plan for when the next current leader that we have leaves
or when they get tired or when they go on leave. And so we like to work with
facilities to be able to execute that. So before we dive in, I do want to emphasize.
That when we talk about healthcare professionals, we're not just focusing on nurses and physicians.
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We're talking about the entire ecosystem of healthcare workers from respiratory therapists,
imaging technicians to physical therapists, pharmacists, environmental services
staff and central sterile processing, surgical techs, all of them that are inclusive
of when we say professional services within healthcare.
We're including laboratory techs.
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We're including occupational therapists, speech language pathologists,
a radiology, a radiology techs. We're considering the crucial roles of surgical
technologists, dieticians and medical assistants.
Each role is vital in providing comprehensive, high quality patient care.
And each deserves our attention when it comes to development and investment.
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So let's start by painting a comprehensive picture of the current landscape
in health care workforce management.
The first picture that I want to create in focusing on is the reliance on temporary staffing.
Many health care organizations have become increasingly dependent on temp staffing
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solutions to fill their gaps in workforce. force.
While this is, while this can provide a short-term relief, it often leads to
a host of long-term problems.
And I like to use this as an example.
Imagine having a temporary parent.
You're lacking a parent. And then somebody comes in, fills that hole of being
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a parent, but they're only on a 13, 26 or 52 week.
And then you got all this commitment and built around this one parent in this
in this love for this one parent that now decides based on when the contract is, they can leave.
Now, the whole of not having a parent is now worse because now we have somebody
that was great that is now left. And now we still have this hole again.
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And not only do we have the hole, now we have a hole that's now depicted upon
us having a great solution that they left our life.
This is what this solution brings over and over again. And this is why there's always a clash between,
organizations that have longstanding staff versus organizations that have temp
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staffing that comes in and out.
The longstanding staff will always fight with the temp staff because they're
like, hey, you're not going to be here longer anyway.
So whatever you're implementing, by the time you leave, we're going to be back
doing the things that we've done.
That's why healthcare facilities have to spend more time in cultivating the
talent that are between those walls.
And this is typically the type of service and type of solution that we provide.
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We like that leadership development. We like curating the workforce management,
with our solutions so that we can ensure the productivity, the growth,
the continuity of all of the hospital's goals to be reached with or without us being present.
Now, I do believe that there is a need for short-term staffing. Absolutely.
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Overage, flow, things that you couldn't account for. We're always there as a
solution, but we want to start working with firms like ours that will be there
in the long interim, not just an interim phase,
but the long term aspect of the facility to ensure that not only are the holes
being filled, but they're being filled with people that are committed to the
same mission that was there prior to there even being a need for attempt staffing.
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So these things are important.
I do want to bring that out, because although we do offer amazing short term
staffing to be able to ensure from leadership all the way down to tech ones within facilities,
We also want to ensure that all of the facilities that we work with have understood
and they understand that not only are we filling those gaps.
We're also interested in providing those services to ensure the people that
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are there physically that are going to be there long term have the tools and
the skill sets that they need that eventually the need for short term staffing
won't be as much of a dependency,
dependency workforce dependency for the
hospital system so there was a study done
by the American Hospital Association found
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and it found that the use of contract labor
in hospitals increased by 132 percent
from 2019 to 2022 so so
this is during the time of COVID and this is why I talk
about out leadership in the gray post-pandemic because now
you have all of these professionals in health
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care if you will that were exposed to travel staffing
and they're used to that travel income so it's hard to kind of reel them back
in back to reality that says hey the pandemic is gone we have to revert back
to what it once was and the issue that is having is now you have these travel
talented people the people that you know consultants that travel they did all these things.
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That now they're saying, hey, if the hospital had the budget to pay us traveling,
now they have the budget that they can pay us if we decided to stay domestic or stay local.
The issue with that is a lot of the hospitals received extra funding during
the pandemic from the government that probably isn't going to be there moving forward.
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So now the hospitals have to revert back to what the normal budget was.
But there is an increase in the expectation that that these contract labor or
the short term, the surge will stay at the level that it was.
So we're dealing with this battle of this post pandemic flow. below.
Let's talk about the financial impact. Temporary staffing typically costs 50
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to 100% more than permanent employees.
This premium can quickly strain budgets, especially for smaller or rural healthcare facilities.
For instance, a study by the National Association of Travel Healthcare Organizations
found that travel nurses can cost hospitals between $5,000 to $10,000 per week
compared to the average salary of $1,500 to $2,000 for a staff nurse per week.
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Continue a continuity of care. Frequent turnover of temporary staff can disrupt
the continuity of patient care.
A study in the Journal of Healthcare Management found that higher use of temporary
staff was associated with longer patient stays and increased readmission rates.
Rates this isn't just a problem
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for nursing though it affects all
health care professionals for an example uh there's a
study done by the american journal of health care systems um system for pharmacy
it found that the use of temporary pharmacists was associated with higher rates
of medication errors when people aren't really vested in the location of the
hospital or the system it's kind of hard for them to care about the cost and
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the errors because if If they make a mistake,
they can go to another staffing company, get staffed and continue to make the money.
So it became to be a more of a money grab than it was actually caring about
the hospital moving forward and also the true patient care within the facilities.
We got to talk about team cohesion. The constant influx of new temporary staff
can make it challenging to build cohesive teams.
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This lack of team stability can lead to communication breakdowns,
decrease efficiency and potential safety risk.
And there was a survey by the American Society of Radiology Technologists that
found that 68 percent of radiology departments using temporary staff reported
challenges in maintaining team cohesion in consistent protocols.
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So when there's always this revolving door. Now, I'm not talking about the natural order of attrition.
What I'm saying is that when leadership itself is moving every one or two years,
it is not good for the organization nor the hospital system,
you know, on a concurrent or on on a continued basis.
The fourth with the issue with temporary staffing, I know you're like Dr.
(12:37):
Jake, if your company services hospitals with temporary staffing,
why are you talking about all of the drawbacks of temporary staffing?
Because, yes, we offer staffing, but we're also workforce management.
So all solutions that provide for the departments within perioperative services
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to be more efficient, to operate better, to be executed.
Those are the staples that continue for us to have relationships with hospitals.
The staffing component is to plug holes, just like going to a doctor.
Yes, they can give you medication. Yes, they can give you quick procedures.
That can solve the problem temporarily, but they really want you to utilize
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the other service offerings that they have so they can go in and actually fix the issue long-term.
So it's just depending upon where the hospital is at that moment.
Us talking about long-term sustainability, when there's a problem that is urgent
right now, that's when staffing is important.
Once we're able to calm the sea and calm the inflammation within a department,
now we can talk about long-term solutions that take a little bit more time to
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actually develop and implement.
The fourth issue when it comes to temporary staff and its organizational culture,
overreliance on temporary staff can erode the sense of shared purpose and commitment
that is crucial for a strong organizational culture.
A study in the Journal of Occupational Health Psychology found that health care
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organizations with a high proportion of temporary staff scored lower on measures
of organizational culture and employee engagement.
Management, when we're always using temporary staffing for these staples within the organization.
It's totally different, which is usually why when we talk to facilities,
we say, listen, I understand the temp staff flow, but let us just take over the full department.
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Let us help you with getting control of this over a long period,
elongated period of time, so we can ensure that this department is hitting your executive goals.
So this is when we usually we operate under our integrated management.
Hey, let us integrate our philosophies and our systems within your organization long-term.
Let us see it all the way through versus these short 13, 26-week or 52-week solutions.
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We're thinking about the long-term effect that it has, especially when you have
people that are in these departments that have been in the department 10,
15, 20 years, maybe eight years, that have never been invested into for their leadership growth.
Now you have short term people coming in. They're impressing everybody.
Now the person that's going to be there, even when the short term person leaves,
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now feels slighted and not respected because you gave somebody that was a short
term fix a little bit more love and praise than the people that have been there
that we have failed to invest into. to.
Number five, when we talk about
short-term effects, we're talking about training and onboarding costs.
While often overlooked, the cost of repeatedly training and onboarding temporary
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staff can be substantial.
A study by Society for Human Resource Management, SHRM, estimated that it costs
about $4,100, $4,129 to hire a new employee.
It can take up to 42 days to fill
a position and in health care where specialized skills
are often required these costs and timelines can
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be even higher and then lastly when
it comes to temp services and the over-reliance and dependency of
it is patient satisfaction the use of
temporary staff can absolutely impact the patient satisfaction score a study
by the journal of nursing administration found that hospitals with higher use
of temporary nursing staffing and lower patient satisfaction scores these this
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This affects the effects isn't limited to nursing.
A study by this association found the continuity of care with the same physical
therapist was associated to better patient outcomes than attempt.
So we want to really focus on, yes, again, temporary staffing is important when there's a high need.
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But as over time, we have to ensure that we're thinking about the long term
effects that it has on patient care and also continuity within the culture.
This number one thing we focus on when we go within an organization,
we look up leadership development.
How can we curate all of the leaders to be based on our SIP standard and the
SIP standard of leadership?
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The SIPS leadership standard is a combination of all of the training path,
the training pathway that we take a team lead or a supervisor all the way up
to their executive understanding and knowledge of truly how to run organization
within the health care system.
So for one, learning how to manage their shift to learning how to run a health
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care system is something that we look at and truly developing within these leaders
so that we can ensure the the flow,
the efficiency and also the execution of things to get done within these organizations.
Now, let's talk about the high cost of turnover. over. While temporary staffing
is often seen as a solution to staffing shortages, it doesn't address the root cause of problems.
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High turnover rates amongst permanent staff.
Let's look at the true cause. So what happens? We have high turnover rates with
permanent staff, right?
So this is the cycle of temporary staffing and permanent staff.
It goes, the facility says, hey, we need temp staffing for 13,
26 weeks until we can hire new people.
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Hire new people, but there's no true onboarding. There's no true support.
There's no true development. There's no true leadership growth.
We're just filling in roles.
So now once we have all the roles filled, the temporary staff company leaves.
Now you have the full-time staff there. They're there without any true implementation
of support, system structure, training, continued education, mentorship, anything.
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Now they're there. Guess what happens? Now they leave out. There's another need
for temporary staff that comes back in.
Now they have to stay longer to clean up all the mess that was done with the permanent staff.
And then this cycle happens over every six to 18 months.
This is the same cycle within the same facilities within a healthcare system
versus doubling down on the investment in leadership training,
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a skillset training, and all the things that can provide consistent support
to the people within the health care systems,
identifying who wants to grow and what pathways of leadership that they want
to take so we can ensure that every person has their own leadership improvement plan. We call it a LIP.
That leadership improvement plan says, hey, what pathway does this person want to take?
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And how can I provide them their own personal pathway of tender love and care
to get them to where they need to be?
And most managers and directors don't have time to facilitate that,
which is typically how we're able to service the facilities that we partner with,
because we offer not only the system that can help them down their leadership pathway,
But we also them the leadership support that can help guide them to ensure that
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the talent that we're seeing within our hospital systems actually stay within
our hospital systems without leaving and dissipating to go somewhere else.
OK, let's talk about the financial cost.
According to 2021, the National Health Care Retention and RN Staffing Report,
the average cost of turnaround or turnover for a hospital based employees range
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from 40 to 64 thousand dollars.
For specialty roles, it can skyrocket to over $100,000 per employee.
So when we consider all health care professionals, not just nurses,
the cost could be even higher.
OK, so for a pharmacist, in order to replace a pharmacist, it can cost $72,000.
In order to replace a diagnostic medical sonography, a sonographer can cost $33,000 to $48,000.
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In order to replace a physical therapist, it can cost up to $98,000.
So imagine us always replacing these talented people over and over again.
So think about that cost. So we always talk about cutting costs in departments,
cutting costs in instruments, cutting costs in all the areas versus realizing
that the number one cost is labor within a health care system.
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So what can we do to stabilize and sustain this labor? We need to invest in
the ability for this labor to get effectively better, to feel supported,
to have all the amenities that they need to support the hospital.
Because whether you want to believe it or not, it is the people that move hospital
systems forward so we can invest into the people getting better.
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This allows for the hospital to retain top talent longer, which also now lowers
the cost of actually hiring employees.
Replacements when we can actually develop replacements within our career pathway track,
you may find someone that's in central sterile processing that will be great
at being a sonographer or be great at being a pharmacist that we can take them
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down a leadership pathway that will cost less within our organization.
But we get more from that person because they're implementing all of the skills
that they've learned, the leadership capabilities that they have within the
organization long term.
And then by the time they become a pharmacist, we've been able to receive benefit
of that person being within our system for this time.
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So I'm a firm believer of getting people into health care as soon as possible,
even from a tech position, as they work their way within a facility.
Because the cost of onboarding that person will be relatively lower than anything
else, which is typically what we help organizations with just ourselves at Sips Health Care.
Hey, let us get them in an EVS first and then work them all the way up through
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it so that we can ensure that that partnership between SIPs and the health care system,
we're able to groom the person to be within the system longer term to have the impact that we need.
As SIPs, we invest in their education, their training, their development to
ensure they have everything that they need.
As you as the hospital system, you're the host and the benefactor of all of
these development that is happening, providing careers and opportunities of
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growth so they can become who they want to be in the healthcare system while
we're providing the support that we need.
That is typically the type of partnership that we like to see. Number two.
Loss of institutional knowledge. When experienced staff leave,
they also take with them the valuable institutional knowledge and expertise
that can't be easily replaced. That's a cost.
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This is particularly crucial in health care. We're understanding the nuances
of specific patient populations, equipment, procedures and even people to talk to.
There was a study done by nursing management that found that departments with
high turnover rates were more likely to experience knowledge drainage,
leading to decreased efficiency, increased risk of errors.
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If the people don't know the facility or the institution, it doesn't matter
how much or how well they can perform at their job.
They're still going to have errors that typically wouldn't be there if there
was somebody knowledgeable there.
So just this in and out role that it seems like the hospital systems typically
have have accepted as the fate of the people's timeline there.
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What most hospitals fail to realize is that most talented professionals,
regardless of industry or sector, stay where they feel most supported.
So just providing the support and the training and the development and and being
able to do what you can to retain this talent is absolutely critical.
And then here's another thing.
We know that salaries matter and your regions matter.
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So if you are in a region that typically can't go over a certain salary cap or threshold.
You have to be doubled down on the training and development that you give and
the support that you give to people that are there, knowing that there is going
to be a demise in the relationship at some point.
But if we can be proactive in that execution, people would leave in a lot better
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care in passing institutional knowledge down because they know it's a part of
that practice that you typically have.
Number three, productivity loss. New employees typically take eight to 12 weeks
to reach full productivity, not efficiency or proficiency, full productivity.
During this time, there's a significant productivity cost to the organization in health care.
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This productivity loss can have direct impacts on patient care.
A study in the Journal of Advanced Nursing found that units with higher turnover
rates had lower productivity scores and higher rates of adverse patient events.
So listen, every time we bring in new employees, guess what? Productivity loss.
So we need to do whatever we can to invest in the retention of these folk.
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This is typically when SIPs come in.
Number four, patient satisfaction. High turnover rates have been linked to lower
patient satisfaction scores.
A study in health care management review found that for every 10 percent increase
in turnover, patient satisfaction scores decreased by 2 percent.
This effect was observed across various health care professionals, not just nursing.
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Number five, staff morale. High turnover can create a revolving door mentally,
decreasing morale amongst remaining staff and potentially triggering more departures.
A survey by American Medical Association found that health care professionals
working in high turnover environments reported low job satisfaction and high levels of burnout.
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Y'all, the facts are the facts. If you can't tell, we're going down to facts. Quality care.
The New England Journal of Medicine found that hospitals with high turnover
rates had higher rates of hospital acquired infections, acquired,
acquired infections and patient falls.
Quality of care. New people.
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All the time, the same mistakes are happening, the same infections are happening,
the same risks are happening to the facility. Recruitment costs.
Average cost to hire a health care professional is three grand at minimum.
And it could be way higher for specialized roles.
Overtime costs. Guess what? When positions are left unfulfilled due to turnover. Guess what happens?
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The remaining staff often need to work overtime to cover gaps.
This not only increases labor costs, but it can also lead to fatigue and burnout among staff.
A study in the Journal of Nursing Administration found that hospitals with high turnover rates spent.
Forty percent more on overtime than those with lower turnover rates.
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So I want you to imagine something, OK? I really do. I want you to imagine what
life looks like if we continue to spend so much money on all the things that don't really matter.
I really want us to think about that. I really want us to think about how much
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time and money we're spending,
on all of these gitchy gadgets and technology, thinking that if we just add
more technology, do you know that adding more technology only creates more risk?
Adding more things on to an underdeveloped staff creates more pain and more reasons to be hurt,
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and more reasons to be affected and more reasons to be drawn to making mistakes.
Y'all, these are all things that not only have to be addressed.
These are things that must be addressed because there's a lot of facilities
that think that the problem is what the problem isn't.
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What the problem is is what the problem isn't it's the staff yes they have their
degrees yes they have their certifications yes but obviously when you're looking
at the overall state of something you have to start looking at it by the law of averages,
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and realizing that there's an issue
that needs to be solved and we're an organization that can help solve it.
Let's talk about the hidden cost of undeveloped staff.
Beyond the visible cost of turnover and temporary staffing, there's a significant
hidden cost associated with failing to invest in staff development.
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Missed opportunities for innovation.
The Health Care Management Journal found that health care organizations with
robust staff development programs were 37 percent more likely to be early adopters
of new technology, innovative practices.
We wait until the technology get there to train when we should be training on
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the technology before we get there.
Increase in risk errors.
Healthcare system of pharmacy said That Systems that actually participate In
regular professional development programs Make 50% fewer medication errors,
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Radiology department Found that radiology departments With comprehensive technology
training programs Have 30% fewer diagnostic errors,
lower adaptability hidden cost of underdeveloped staff means lower adaptability,
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healthcare information management system society found that healthcare organizations
with strong staff develop programs were 45% more likely to successfully implement
new health systems in technology.
Y'all see the common thing?
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Organizations that had true leadership development saw 67% more engagement at
their work and 58% said that they're more likely to stay with current employer.
Let's talk about the misleadership potential.
The Journal of Healthcare Management found that hospitals with strong internal
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leadership development programs filled 60% more leadership positions internally
than those without such programs.
There's a theme The interprofessional development Of the Journal of Interprofessional
Care Program saw 40% improvement In team communication And 35% reduction In
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patient safety incidents,
Y'all,
This is something that goes on And on And on And on,
And this takes me to the true value of investing in your team and the true return
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of investment that you get.
Companies that offer comprehensive training programs have 218% higher income
per employee than companies without formalized training.
Moreover, these companies enjoy 24% higher profit margin than those who spend less on training.
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In health care specifically, a study published in Journal of Nursing found that
hospitals that invested in leadership development programs for their staff saw
a return on investment of 260 percent within one year.
This ROI isn't limited to nursing. Similar results have been observed across
health care professionals.
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Pharmacists program Development programs Not just in doing Being a pharmacist
But the leadership That's required around it Saw 300% return in investment Technologists
180% return on investment,
Physical therapists 220% return on investment.
Patient outcomes 13% lower mortality rates 17% lower readmission rates,
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This impact extends across various health care professionals.
In critical care, comprehensive nurse development programs, 25% lower rates
of central line associated bloodstream infection.
Pharmacy development programs, 40 percent fewer adverse drug events.
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Physical therapists who regularly participated in professional development programs
achieve their treatment goals
30 percent faster than those treated by PTs without regular development.
30 percent faster means more clients and more clients in.
That means a higher quality, a higher execution, more word of mouth.
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When they say, hey, it took me six months to heal.
When over there, it took you six years. Where would you want to go?
Gallup did a study. That organizations with strong learning culture and development
opportunities increase 30 to 50 percent in retention rates.
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And the nursing development programs, 37 percent lower turnaround turnover rates.
These studies go on and on and on and on and on,
giving examples that as we continue to invest into staff, don't you invest in renovating your home?
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Don't you invest in ensuring that
your staff or your your children have all
of the necessary education and tools that they need to succeed every year don't
you reinvest in their ability in sports to grow and to develop to develop don't
you invest in uh uh your marriage or your relationship to ensure that your marriage is strong and well.
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So when it comes to running an organization, nothing changes, right?
And this helps with the power of soft skill development. Organizations that
have investment and communication skill development.
Listen, just because they can talk doesn't mean they can communicate.
(35:49):
Just because they've been in leadership and they come with high referrals doesn't
mean that they know how to communicate.
Depend on the environment that they were coming from. And there's a lot of hospitals
and a lot of organizations that will give a person a farewell,
a due farewell, just to get them out their system. them.
While they're coming to yours with all the accolades, but in truth, they're a terror.
(36:11):
23% saw an increase in patient satisfaction when you invest in communication skills for your staff.
30% saw a decrease in formal complaints. People were not complaining.
These are all things that we can do to get better when we communicate,
We're investing in these things. We're investing in soft developmental skills.
(36:35):
You'll start to see these impacts that end up actually helping the bottom line,
which is our profitability.
Physicians who actually receive empathy training had 29 percent fewer malpractice
complaints and 35 percent higher patient satisfaction scores. On empathy.
(36:58):
Just development on empathy, having a heart for the people you're servicing.
Twenty nine percent fewer malpractice complaints and 35 percent higher patient
satisfaction scores. So you do the math for yourself.
(37:19):
Physical therapists or occupational therapists who underwent empathy training.
Saw their patients achieve their treatment goals 25% faster.
Pharmacy that went through empathy training saw 30% increase in patient medication adherence rates.
(37:43):
Empathy. Healthy.
Health care management systems that that went through adaptability training
were 45 percent more effective in implementing new care protocols and 30 percent
more successful in navigating organizational changes.
Just teaching them on how to adapt.
(38:04):
Again, just because they have their degree does not mean that they're good at adaptability.
Leadership development. Guess what? You see 20 percent increase in staff engagement,
25 percent decrease in turnover turnover.
So let's just do quick math. If there are 300 people and let's say that there
(38:27):
are a thousand people in Periop.
Times 25 percent, which means 250 people.
A decrease, that means 250 people aren't leaving times the average, let's say.
Thirty five thousand dollars per onboarding. We're saving the hospital eight
(38:48):
point seven million dollars in cost.
Just with decreasing. Turnover rates.
I know a lot of these things sound like they don't matter but when you look
at the long term effects that it has within an organization y'all this is hand
over foot different let me talk about the impact of leadership development,
(39:12):
Journal of Healthcare Management said physician leadership development programs
saw 30% improvement in clinical quality metrics,
for some reason we think that just because they're a doctor and just because
they're a surgeon they're great leaders.
How many more lawsuits do we have to get how many more moments of malpractice
(39:35):
do we have to endure before we realize before we actually actually actually realize,
that maybe people that will be customer facing maybe people that we give the
rights to be in leadership within an organization that just because they can
job Job well doesn't mean that they leave.
So investing in that leadership development will cause for some of your talented
(39:57):
people to actually want to stay and work with brilliant minds.
Comprehensive leadership development within pharmacy has saw that 35 percent
improvement. Improvement.
In medication safety metrics and 28 percent increase in staff retention,
teamwork and collaboration, 40 percent reduction in medical areas and 35 percent
(40:23):
improvement in staff job satisfaction.
The T. Sloan School of Management found that soft skill training in health care
organizations resulted in 250 percent return on investment with eight months within eight months.
The training improved not only the individual's performance,
(40:43):
but also the team's cohesion and patient outcomes.
So here's some strategies for effective team development. And we'll finish with this.
We need a comprehensive needs assessment.
You need to start by conducting thorough assessments of your current workforce
(41:07):
development initiatives.
What's working? What's not? Where are the gaps? Engage your staff in this process.
Ask them what skills they want to develop, what support they need and what barriers
they face in their professional growth.
Give an example. We had a large hospital system that implemented a comprehensive needs assessment.
(41:27):
Focus group one on one interviews with the entire staff. They discovered that
while they had a strong technical training program, there was a significant
gap in leadership and communication skills development.
Especially for their mid-level staff. Staff. This insight allowed them to to
to to to partner with us to redesign their development programs.
(41:49):
To address these crucial areas.
You need personal development plans. If you do, there's no one size fit all
when it comes to personal development leadership.
Everybody needs their own personal development plan.
Here's an example. We had a regional health care system that implemented personal
development plan for all staff. Each employee, from environmental service staffing
(42:12):
to specialist physicians, worked with their supervisor to create an annual development plan.
These plans include a mix of technical skill training, soft skill development
and career progression goals.
This system saw 40 percent increase in internal promotions and 30 percent decrease
in turnover within two years of implementing this approach.
(42:33):
The mentorship programs But a large academic medical center That implemented
mentorship program With cross-disciplinary mentorship But.
So, for an example, a radiologist may mentor a new pharmacist.
Providing insight into hospital operations, career development,
(42:55):
extending beyond their specific field.
The program resulted in 35 percent increase in employee engagement scores and
25 percent improvement in interdepartmental collaboration.
The more one department knows about another department, the more they respect
and trust the other department and need to move forward.
Cross-functional training, we could talk about this stuff on and on.
Leadership development at all levels.
(43:16):
Don't reserve leadership training for those in former leadership positions.
Implement leadership development programs at all levels within your organization.
This build a strong leadership pipeline and empower staff to take initiative
and drive improvements in their areas of work.
This is where the SIPs Leadership Institute comes in. We like to work with your
team leads, your supervisors, because we want to help groom them and grow them
(43:38):
to become the next great leaders within our health care system.
Them. Too many times we wait until they're in leadership to provide them leadership
training when they should have been getting it before.
You don't wait until somebody gets into the Olympics to train them for the Olympics.
You train them for the Olympics prior to getting to the Olympics.
For example, community hospital we work with, implementing leaders at every
level program, providing leadership training to staff at all levels,
(44:01):
from entry-level position to senior management.
The program included modules on decision-making, conflict resolution, change management.
And within a year, the hospital saw a 50% increase in staff-led quality improvement
initiatives and a 35% improvement in patient satisfaction scores.
Y'all listen, this environment of continuous learning is absolutely important
(44:24):
because when they talk about growing and exchanging and developing and developing
and growing and exchanging and exchanging and developing,
all of these things are actually the perfect necessary steps.
That are required to not only ensure that the health systems are being changed,
(44:49):
but it's also to ensure that we are progressing as leaders within these health
systems to stabilize it, to sustain it and grow it moving forward.
Forever. And I have this saying that says, if what worked worked,
(45:09):
we would still be working it.
If what worked actually worked, we would still be working it.
So there's obviously something inside of our system that needs developing, needs changing.
And we're paying attention to all of the things that don't matter much to the,
(45:31):
What we're looking to implement within these organizations to create true,
lasting change that can take our organizations to places that we've never seen before.
I want to give a spotlight spotlight shout out to one of our tech partners, Asynco,
and their sonar product that allows for us to see not only all things that are
(45:52):
happening with the sterile processing in regards to your instruments,
We're also able to track them where they are, where the last place they were,
when they should have returned back to the headquarters.
What what what staff is performing the best? What are the shortages in staffing based on what shift?
I believe that this technology and is tracking all in one solution for providing
efficient support within sterile processing is going to be a game changer.
(46:16):
That's moving forward within our within organizations all across the country.
So Asynco is our spotlight partner of this podcast.
If you don't know who they are, you can go and find them anywhere on social media, on LinkedIn.
Asynco with their sonar product is a place where the leader as a CEO of the
(46:37):
company is someone who truly believes in innovation in a way that central store processing needs.
Because as the organizations in-house healthcare and as the market in the world
changes and adapts to technology, we need to be able to embrace technology even more. But guess what?
It's going to be hard for your facilities and your staff to embrace when we
(46:57):
haven't embraced what true leadership means and true training and development
on soft skill means within organizations all across the country. My name is Dr. Jake.
Sorry, not Dr. Jake. My name is Dr. Jake Taylor Jacobs, And this was a great
pod class on the importance of training and development within your organizations,
because there's no one size fit all.
(47:17):
And not only is there not one size fit all, we have to also ensure that we're
committing to the growth of our organizations long term.
So we can, in fact, change the world by changing our health care system. Welcome back.
And thank you for participating in Bread to Lead the podcast.
And if you have not shared this podcast with somebody, please share it out.
(47:38):
And if you're looking for a staffing and workforce management firm that's going
to collaborate and work with your hospital system to grow it and develop it
to make it better, look no further than Sips Healthcare.
You can find us on SipsHealthcare.com. And then the second thing I want us to
focus on is our Sips Leadership Institute. If you are somebody within your hospital
system, know that you need more training on soft skills and leadership development.
(48:01):
We have curated our own training development pathways with three separate certifications
that self-regulated that is self-accredited to ensure the rigor is up to standard
and up to date with what's needed in the in the marketplace. place.
And by getting all three, when you accomplish the pathway of leadership training,
assessments, and certification over an elongated period of time,
(48:24):
you'll be what we call a SIPS leadership.
You'll be operating on the SIPS leadership standard, which is ensuring that
you have all of the tools needed to not only grow and develop yourself,
but also to move the healthcare system forward.
And the reason why we do all that we do is because very simply, we care.
I love you. There's absolutely nothing you can do about it. Thank you and peace. Thank you for watching.
Change Agents, welcome back to the number one podcast for leadership.
Let's go. We'll be right back.
Music.
(00:23):
Welcome back, welcome back, welcome back.
Welcome back to Bread to Lead, the podcast that empowers you to unleash your
leadership potential and make a lasting impact.
I am your beloved host, Dr.
Jake Taylor Jacobs, and I am on a mission to help you cultivate the mindset
and skills to lead with purpose, authenticity and heart.
(00:47):
Y'all, I'm excited about this podcast, this specific lesson,
because we're going to be talking about something that is near and dear to my
heart. So I'm so excited about that.
In our previous episodes, we explored various facets of effective leadership
from navigating change and cultivating resilience to mastering the art of influence and persuasion.
Today, we're diving deep into the critical issue that's affecting health care
(01:11):
organizations across the nation.
And yes, I like to leave this marker here.
Yes, I'm talking about health care organizations across the nation.
However, this is also applicable to industries across all sectors.
As anyone that knows from episode one that's been following Dr.
(01:31):
Jake has been a part of many sectors and many industries.
But yes, I am specifically talking about health care today because that's where
I've been of recent. So the information that you're going to be receiving,
please take all of the meat and the things that don't apply to you. You can toss them away.
But we're talking about that and the true cost of neglecting team development
and the transformative power of investing in your people.
(01:53):
Listen, as someone who has worked extensively in staffing and workforce management nationwide.
I've witnessed firsthand the challenges that many health care organizations
face while temporary staffing services often offer a quick fix, if you will.
(02:14):
They're merely just a bandaid for deeper systemic issues.
Today, we're going to be peeling back the layers and examining the real cost,
both financial and human, of failing to invest in your existing team.
So before we dive in and I got another before we dive in, but before we get to the dive in.
I do want to say that Sips Healthcare Solutions is a health care staffing and
(02:39):
workforce management firm.
And yes, we do offer service items that support health care services through
temporary staffing for anything period before, during and after surgery.
However, although we do provide amazing professionals that are able to go and
plug holes and put a Band-Aid on a boohoo boo boo.
(03:01):
Typically, when we leave organizations, we we typically see the same thing.
Once the Band-Aid is taken off, you know, once the hole is plugged,
when we leave, we're taking a Band-Aid off and we're unplugging the hole again.
And the problem deep down inside is still rooted in is still the same.
This is why we want to ensure that not only are we facilitating those short
(03:24):
term staffing needs that hospitals moving forward understand that we want to
partner with partner with them to to fix the root issue,
which is typically something that's deep down.
And we'll talk about it longer in the facility. I mean, longer within this podcast.
And if you're newer to the podcast, this is more of a podcast where we where
we in we engage in thought provoking information that you can actually apply
(03:48):
in your actual life or in your business within your organization.
Literally applicable today if wanted to start to implement.
But as a firm, we focus on those solutions that can help the health facilities
not only operate more efficiently,
become more effective, but ensure that there's another front line of leadership that is coming.
(04:12):
Because typically within organizations, we see that there's this short end or
this short flow or windfall, if you will, of leadership.
There's no succession plan for when the next current leader that we have leaves
or when they get tired or when they go on leave. And so we like to work with
facilities to be able to execute that. So before we dive in, I do want to emphasize.
That when we talk about healthcare professionals, we're not just focusing on nurses and physicians.
(04:36):
We're talking about the entire ecosystem of healthcare workers from respiratory therapists,
imaging technicians to physical therapists, pharmacists, environmental services
staff and central sterile processing, surgical techs, all of them that are inclusive
of when we say professional services within healthcare.
We're including laboratory techs.
(04:58):
We're including occupational therapists, speech language pathologists,
a radiology, a radiology techs. We're considering the crucial roles of surgical
technologists, dieticians and medical assistants.
Each role is vital in providing comprehensive, high quality patient care.
And each deserves our attention when it comes to development and investment.
(05:20):
So let's start by painting a comprehensive picture of the current landscape
in health care workforce management.
The first picture that I want to create in focusing on is the reliance on temporary staffing.
Many health care organizations have become increasingly dependent on temp staffing
(05:41):
solutions to fill their gaps in workforce. force.
While this is, while this can provide a short-term relief, it often leads to
a host of long-term problems.
And I like to use this as an example.
Imagine having a temporary parent.
You're lacking a parent. And then somebody comes in, fills that hole of being
(06:05):
a parent, but they're only on a 13, 26 or 52 week.
And then you got all this commitment and built around this one parent in this
in this love for this one parent that now decides based on when the contract is, they can leave.
Now, the whole of not having a parent is now worse because now we have somebody
that was great that is now left. And now we still have this hole again.
(06:27):
And not only do we have the hole, now we have a hole that's now depicted upon
us having a great solution that they left our life.
This is what this solution brings over and over again. And this is why there's always a clash between,
organizations that have longstanding staff versus organizations that have temp
(06:48):
staffing that comes in and out.
The longstanding staff will always fight with the temp staff because they're
like, hey, you're not going to be here longer anyway.
So whatever you're implementing, by the time you leave, we're going to be back
doing the things that we've done.
That's why healthcare facilities have to spend more time in cultivating the
talent that are between those walls.
And this is typically the type of service and type of solution that we provide.
(07:10):
We like that leadership development. We like curating the workforce management,
with our solutions so that we can ensure the productivity, the growth,
the continuity of all of the hospital's goals to be reached with or without us being present.
Now, I do believe that there is a need for short-term staffing. Absolutely.
(07:30):
Overage, flow, things that you couldn't account for. We're always there as a
solution, but we want to start working with firms like ours that will be there
in the long interim, not just an interim phase,
but the long term aspect of the facility to ensure that not only are the holes
being filled, but they're being filled with people that are committed to the
same mission that was there prior to there even being a need for attempt staffing.
(07:54):
So these things are important.
I do want to bring that out, because although we do offer amazing short term
staffing to be able to ensure from leadership all the way down to tech ones within facilities,
We also want to ensure that all of the facilities that we work with have understood
and they understand that not only are we filling those gaps.
We're also interested in providing those services to ensure the people that
(08:19):
are there physically that are going to be there long term have the tools and
the skill sets that they need that eventually the need for short term staffing
won't be as much of a dependency,
dependency workforce dependency for the
hospital system so there was a study done
by the American Hospital Association found
(08:41):
and it found that the use of contract labor
in hospitals increased by 132 percent
from 2019 to 2022 so so
this is during the time of COVID and this is why I talk
about out leadership in the gray post-pandemic because now
you have all of these professionals in health
(09:03):
care if you will that were exposed to travel staffing
and they're used to that travel income so it's hard to kind of reel them back
in back to reality that says hey the pandemic is gone we have to revert back
to what it once was and the issue that is having is now you have these travel
talented people the people that you know consultants that travel they did all these things.
(09:28):
That now they're saying, hey, if the hospital had the budget to pay us traveling,
now they have the budget that they can pay us if we decided to stay domestic or stay local.
The issue with that is a lot of the hospitals received extra funding during
the pandemic from the government that probably isn't going to be there moving forward.
(09:52):
So now the hospitals have to revert back to what the normal budget was.
But there is an increase in the expectation that that these contract labor or
the short term, the surge will stay at the level that it was.
So we're dealing with this battle of this post pandemic flow. below.
Let's talk about the financial impact. Temporary staffing typically costs 50
(10:15):
to 100% more than permanent employees.
This premium can quickly strain budgets, especially for smaller or rural healthcare facilities.
For instance, a study by the National Association of Travel Healthcare Organizations
found that travel nurses can cost hospitals between $5,000 to $10,000 per week
compared to the average salary of $1,500 to $2,000 for a staff nurse per week.
(10:40):
Continue a continuity of care. Frequent turnover of temporary staff can disrupt
the continuity of patient care.
A study in the Journal of Healthcare Management found that higher use of temporary
staff was associated with longer patient stays and increased readmission rates.
Rates this isn't just a problem
(11:04):
for nursing though it affects all
health care professionals for an example uh there's a
study done by the american journal of health care systems um system for pharmacy
it found that the use of temporary pharmacists was associated with higher rates
of medication errors when people aren't really vested in the location of the
hospital or the system it's kind of hard for them to care about the cost and
(11:27):
the errors because if If they make a mistake,
they can go to another staffing company, get staffed and continue to make the money.
So it became to be a more of a money grab than it was actually caring about
the hospital moving forward and also the true patient care within the facilities.
We got to talk about team cohesion. The constant influx of new temporary staff
can make it challenging to build cohesive teams.
(11:49):
This lack of team stability can lead to communication breakdowns,
decrease efficiency and potential safety risk.
And there was a survey by the American Society of Radiology Technologists that
found that 68 percent of radiology departments using temporary staff reported
challenges in maintaining team cohesion in consistent protocols.
(12:13):
So when there's always this revolving door. Now, I'm not talking about the natural order of attrition.
What I'm saying is that when leadership itself is moving every one or two years,
it is not good for the organization nor the hospital system,
you know, on a concurrent or on on a continued basis.
The fourth with the issue with temporary staffing, I know you're like Dr.
(12:37):
Jake, if your company services hospitals with temporary staffing,
why are you talking about all of the drawbacks of temporary staffing?
Because, yes, we offer staffing, but we're also workforce management.
So all solutions that provide for the departments within perioperative services
(13:01):
to be more efficient, to operate better, to be executed.
Those are the staples that continue for us to have relationships with hospitals.
The staffing component is to plug holes, just like going to a doctor.
Yes, they can give you medication. Yes, they can give you quick procedures.
That can solve the problem temporarily, but they really want you to utilize
(13:24):
the other service offerings that they have so they can go in and actually fix the issue long-term.
So it's just depending upon where the hospital is at that moment.
Us talking about long-term sustainability, when there's a problem that is urgent
right now, that's when staffing is important.
Once we're able to calm the sea and calm the inflammation within a department,
now we can talk about long-term solutions that take a little bit more time to
(13:48):
actually develop and implement.
The fourth issue when it comes to temporary staff and its organizational culture,
overreliance on temporary staff can erode the sense of shared purpose and commitment
that is crucial for a strong organizational culture.
A study in the Journal of Occupational Health Psychology found that health care
(14:10):
organizations with a high proportion of temporary staff scored lower on measures
of organizational culture and employee engagement.
Management, when we're always using temporary staffing for these staples within the organization.
It's totally different, which is usually why when we talk to facilities,
we say, listen, I understand the temp staff flow, but let us just take over the full department.
(14:34):
Let us help you with getting control of this over a long period,
elongated period of time, so we can ensure that this department is hitting your executive goals.
So this is when we usually we operate under our integrated management.
Hey, let us integrate our philosophies and our systems within your organization long-term.
Let us see it all the way through versus these short 13, 26-week or 52-week solutions.
(15:00):
We're thinking about the long-term effect that it has, especially when you have
people that are in these departments that have been in the department 10,
15, 20 years, maybe eight years, that have never been invested into for their leadership growth.
Now you have short term people coming in. They're impressing everybody.
Now the person that's going to be there, even when the short term person leaves,
(15:22):
now feels slighted and not respected because you gave somebody that was a short
term fix a little bit more love and praise than the people that have been there
that we have failed to invest into. to.
Number five, when we talk about
short-term effects, we're talking about training and onboarding costs.
While often overlooked, the cost of repeatedly training and onboarding temporary
(15:43):
staff can be substantial.
A study by Society for Human Resource Management, SHRM, estimated that it costs
about $4,100, $4,129 to hire a new employee.
It can take up to 42 days to fill
a position and in health care where specialized skills
are often required these costs and timelines can
(16:05):
be even higher and then lastly when
it comes to temp services and the over-reliance and dependency of
it is patient satisfaction the use of
temporary staff can absolutely impact the patient satisfaction score a study
by the journal of nursing administration found that hospitals with higher use
of temporary nursing staffing and lower patient satisfaction scores these this
(16:28):
This affects the effects isn't limited to nursing.
A study by this association found the continuity of care with the same physical
therapist was associated to better patient outcomes than attempt.
So we want to really focus on, yes, again, temporary staffing is important when there's a high need.
(16:52):
But as over time, we have to ensure that we're thinking about the long term
effects that it has on patient care and also continuity within the culture.
This number one thing we focus on when we go within an organization,
we look up leadership development.
How can we curate all of the leaders to be based on our SIP standard and the
SIP standard of leadership?
(17:12):
The SIPS leadership standard is a combination of all of the training path,
the training pathway that we take a team lead or a supervisor all the way up
to their executive understanding and knowledge of truly how to run organization
within the health care system.
So for one, learning how to manage their shift to learning how to run a health
(17:33):
care system is something that we look at and truly developing within these leaders
so that we can ensure the the flow,
the efficiency and also the execution of things to get done within these organizations.
Now, let's talk about the high cost of turnover. over. While temporary staffing
is often seen as a solution to staffing shortages, it doesn't address the root cause of problems.
(18:00):
High turnover rates amongst permanent staff.
Let's look at the true cause. So what happens? We have high turnover rates with
permanent staff, right?
So this is the cycle of temporary staffing and permanent staff.
It goes, the facility says, hey, we need temp staffing for 13,
26 weeks until we can hire new people.
(18:23):
Hire new people, but there's no true onboarding. There's no true support.
There's no true development. There's no true leadership growth.
We're just filling in roles.
So now once we have all the roles filled, the temporary staff company leaves.
Now you have the full-time staff there. They're there without any true implementation
of support, system structure, training, continued education, mentorship, anything.
(18:47):
Now they're there. Guess what happens? Now they leave out. There's another need
for temporary staff that comes back in.
Now they have to stay longer to clean up all the mess that was done with the permanent staff.
And then this cycle happens over every six to 18 months.
This is the same cycle within the same facilities within a healthcare system
versus doubling down on the investment in leadership training,
(19:10):
a skillset training, and all the things that can provide consistent support
to the people within the health care systems,
identifying who wants to grow and what pathways of leadership that they want
to take so we can ensure that every person has their own leadership improvement plan. We call it a LIP.
That leadership improvement plan says, hey, what pathway does this person want to take?
(19:32):
And how can I provide them their own personal pathway of tender love and care
to get them to where they need to be?
And most managers and directors don't have time to facilitate that,
which is typically how we're able to service the facilities that we partner with,
because we offer not only the system that can help them down their leadership pathway,
But we also them the leadership support that can help guide them to ensure that
(19:56):
the talent that we're seeing within our hospital systems actually stay within
our hospital systems without leaving and dissipating to go somewhere else.
OK, let's talk about the financial cost.
According to 2021, the National Health Care Retention and RN Staffing Report,
the average cost of turnaround or turnover for a hospital based employees range
(20:19):
from 40 to 64 thousand dollars.
For specialty roles, it can skyrocket to over $100,000 per employee.
So when we consider all health care professionals, not just nurses,
the cost could be even higher.
OK, so for a pharmacist, in order to replace a pharmacist, it can cost $72,000.
In order to replace a diagnostic medical sonography, a sonographer can cost $33,000 to $48,000.
(20:49):
In order to replace a physical therapist, it can cost up to $98,000.
So imagine us always replacing these talented people over and over again.
So think about that cost. So we always talk about cutting costs in departments,
cutting costs in instruments, cutting costs in all the areas versus realizing
that the number one cost is labor within a health care system.
(21:11):
So what can we do to stabilize and sustain this labor? We need to invest in
the ability for this labor to get effectively better, to feel supported,
to have all the amenities that they need to support the hospital.
Because whether you want to believe it or not, it is the people that move hospital
systems forward so we can invest into the people getting better.
(21:32):
This allows for the hospital to retain top talent longer, which also now lowers
the cost of actually hiring employees.
Replacements when we can actually develop replacements within our career pathway track,
you may find someone that's in central sterile processing that will be great
at being a sonographer or be great at being a pharmacist that we can take them
(21:55):
down a leadership pathway that will cost less within our organization.
But we get more from that person because they're implementing all of the skills
that they've learned, the leadership capabilities that they have within the
organization long term.
And then by the time they become a pharmacist, we've been able to receive benefit
of that person being within our system for this time.
(22:16):
So I'm a firm believer of getting people into health care as soon as possible,
even from a tech position, as they work their way within a facility.
Because the cost of onboarding that person will be relatively lower than anything
else, which is typically what we help organizations with just ourselves at Sips Health Care.
Hey, let us get them in an EVS first and then work them all the way up through
(22:38):
it so that we can ensure that that partnership between SIPs and the health care system,
we're able to groom the person to be within the system longer term to have the impact that we need.
As SIPs, we invest in their education, their training, their development to
ensure they have everything that they need.
As you as the hospital system, you're the host and the benefactor of all of
these development that is happening, providing careers and opportunities of
(23:01):
growth so they can become who they want to be in the healthcare system while
we're providing the support that we need.
That is typically the type of partnership that we like to see. Number two.
Loss of institutional knowledge. When experienced staff leave,
they also take with them the valuable institutional knowledge and expertise
that can't be easily replaced. That's a cost.
(23:21):
This is particularly crucial in health care. We're understanding the nuances
of specific patient populations, equipment, procedures and even people to talk to.
There was a study done by nursing management that found that departments with
high turnover rates were more likely to experience knowledge drainage,
leading to decreased efficiency, increased risk of errors.
(23:43):
If the people don't know the facility or the institution, it doesn't matter
how much or how well they can perform at their job.
They're still going to have errors that typically wouldn't be there if there
was somebody knowledgeable there.
So just this in and out role that it seems like the hospital systems typically
have have accepted as the fate of the people's timeline there.
(24:07):
What most hospitals fail to realize is that most talented professionals,
regardless of industry or sector, stay where they feel most supported.
So just providing the support and the training and the development and and being
able to do what you can to retain this talent is absolutely critical.
And then here's another thing.
We know that salaries matter and your regions matter.
(24:29):
So if you are in a region that typically can't go over a certain salary cap or threshold.
You have to be doubled down on the training and development that you give and
the support that you give to people that are there, knowing that there is going
to be a demise in the relationship at some point.
But if we can be proactive in that execution, people would leave in a lot better
(24:52):
care in passing institutional knowledge down because they know it's a part of
that practice that you typically have.
Number three, productivity loss. New employees typically take eight to 12 weeks
to reach full productivity, not efficiency or proficiency, full productivity.
During this time, there's a significant productivity cost to the organization in health care.
(25:15):
This productivity loss can have direct impacts on patient care.
A study in the Journal of Advanced Nursing found that units with higher turnover
rates had lower productivity scores and higher rates of adverse patient events.
So listen, every time we bring in new employees, guess what? Productivity loss.
So we need to do whatever we can to invest in the retention of these folk.
(25:39):
This is typically when SIPs come in.
Number four, patient satisfaction. High turnover rates have been linked to lower
patient satisfaction scores.
A study in health care management review found that for every 10 percent increase
in turnover, patient satisfaction scores decreased by 2 percent.
This effect was observed across various health care professionals, not just nursing.
(26:06):
Number five, staff morale. High turnover can create a revolving door mentally,
decreasing morale amongst remaining staff and potentially triggering more departures.
A survey by American Medical Association found that health care professionals
working in high turnover environments reported low job satisfaction and high levels of burnout.
(26:30):
Y'all, the facts are the facts. If you can't tell, we're going down to facts. Quality care.
The New England Journal of Medicine found that hospitals with high turnover
rates had higher rates of hospital acquired infections, acquired,
acquired infections and patient falls.
Quality of care. New people.
(26:52):
All the time, the same mistakes are happening, the same infections are happening,
the same risks are happening to the facility. Recruitment costs.
Average cost to hire a health care professional is three grand at minimum.
And it could be way higher for specialized roles.
Overtime costs. Guess what? When positions are left unfulfilled due to turnover. Guess what happens?
(27:18):
The remaining staff often need to work overtime to cover gaps.
This not only increases labor costs, but it can also lead to fatigue and burnout among staff.
A study in the Journal of Nursing Administration found that hospitals with high turnover rates spent.
Forty percent more on overtime than those with lower turnover rates.
(27:43):
So I want you to imagine something, OK? I really do. I want you to imagine what
life looks like if we continue to spend so much money on all the things that don't really matter.
I really want us to think about that. I really want us to think about how much
(28:04):
time and money we're spending,
on all of these gitchy gadgets and technology, thinking that if we just add
more technology, do you know that adding more technology only creates more risk?
Adding more things on to an underdeveloped staff creates more pain and more reasons to be hurt,
(28:28):
and more reasons to be affected and more reasons to be drawn to making mistakes.
Y'all, these are all things that not only have to be addressed.
These are things that must be addressed because there's a lot of facilities
that think that the problem is what the problem isn't.
(28:53):
What the problem is is what the problem isn't it's the staff yes they have their
degrees yes they have their certifications yes but obviously when you're looking
at the overall state of something you have to start looking at it by the law of averages,
(29:14):
and realizing that there's an issue
that needs to be solved and we're an organization that can help solve it.
Let's talk about the hidden cost of undeveloped staff.
Beyond the visible cost of turnover and temporary staffing, there's a significant
hidden cost associated with failing to invest in staff development.
(29:40):
Missed opportunities for innovation.
The Health Care Management Journal found that health care organizations with
robust staff development programs were 37 percent more likely to be early adopters
of new technology, innovative practices.
We wait until the technology get there to train when we should be training on
(30:01):
the technology before we get there.
Increase in risk errors.
Healthcare system of pharmacy said That Systems that actually participate In
regular professional development programs Make 50% fewer medication errors,
(30:22):
Radiology department Found that radiology departments With comprehensive technology
training programs Have 30% fewer diagnostic errors,
lower adaptability hidden cost of underdeveloped staff means lower adaptability,
(30:43):
healthcare information management system society found that healthcare organizations
with strong staff develop programs were 45% more likely to successfully implement
new health systems in technology.
Y'all see the common thing?
(31:05):
Organizations that had true leadership development saw 67% more engagement at
their work and 58% said that they're more likely to stay with current employer.
Let's talk about the misleadership potential.
The Journal of Healthcare Management found that hospitals with strong internal
(31:27):
leadership development programs filled 60% more leadership positions internally
than those without such programs.
There's a theme The interprofessional development Of the Journal of Interprofessional
Care Program saw 40% improvement In team communication And 35% reduction In
(31:53):
patient safety incidents,
Y'all,
This is something that goes on And on And on And on,
And this takes me to the true value of investing in your team and the true return
(32:13):
of investment that you get.
Companies that offer comprehensive training programs have 218% higher income
per employee than companies without formalized training.
Moreover, these companies enjoy 24% higher profit margin than those who spend less on training.
(32:37):
In health care specifically, a study published in Journal of Nursing found that
hospitals that invested in leadership development programs for their staff saw
a return on investment of 260 percent within one year.
This ROI isn't limited to nursing. Similar results have been observed across
health care professionals.
(32:58):
Pharmacists program Development programs Not just in doing Being a pharmacist
But the leadership That's required around it Saw 300% return in investment Technologists
180% return on investment,
Physical therapists 220% return on investment.
Patient outcomes 13% lower mortality rates 17% lower readmission rates,
(33:27):
This impact extends across various health care professionals.
In critical care, comprehensive nurse development programs, 25% lower rates
of central line associated bloodstream infection.
Pharmacy development programs, 40 percent fewer adverse drug events.
(33:54):
Physical therapists who regularly participated in professional development programs
achieve their treatment goals
30 percent faster than those treated by PTs without regular development.
30 percent faster means more clients and more clients in.
That means a higher quality, a higher execution, more word of mouth.
(34:14):
When they say, hey, it took me six months to heal.
When over there, it took you six years. Where would you want to go?
Gallup did a study. That organizations with strong learning culture and development
opportunities increase 30 to 50 percent in retention rates.
(34:36):
And the nursing development programs, 37 percent lower turnaround turnover rates.
These studies go on and on and on and on and on,
giving examples that as we continue to invest into staff, don't you invest in renovating your home?
(35:03):
Don't you invest in ensuring that
your staff or your your children have all
of the necessary education and tools that they need to succeed every year don't
you reinvest in their ability in sports to grow and to develop to develop don't
you invest in uh uh your marriage or your relationship to ensure that your marriage is strong and well.
(35:29):
So when it comes to running an organization, nothing changes, right?
And this helps with the power of soft skill development. Organizations that
have investment and communication skill development.
Listen, just because they can talk doesn't mean they can communicate.
(35:49):
Just because they've been in leadership and they come with high referrals doesn't
mean that they know how to communicate.
Depend on the environment that they were coming from. And there's a lot of hospitals
and a lot of organizations that will give a person a farewell,
a due farewell, just to get them out their system. them.
While they're coming to yours with all the accolades, but in truth, they're a terror.
(36:11):
23% saw an increase in patient satisfaction when you invest in communication skills for your staff.
30% saw a decrease in formal complaints. People were not complaining.
These are all things that we can do to get better when we communicate,
We're investing in these things. We're investing in soft developmental skills.
(36:35):
You'll start to see these impacts that end up actually helping the bottom line,
which is our profitability.
Physicians who actually receive empathy training had 29 percent fewer malpractice
complaints and 35 percent higher patient satisfaction scores. On empathy.
(36:58):
Just development on empathy, having a heart for the people you're servicing.
Twenty nine percent fewer malpractice complaints and 35 percent higher patient
satisfaction scores. So you do the math for yourself.
(37:19):
Physical therapists or occupational therapists who underwent empathy training.
Saw their patients achieve their treatment goals 25% faster.
Pharmacy that went through empathy training saw 30% increase in patient medication adherence rates.
(37:43):
Empathy. Healthy.
Health care management systems that that went through adaptability training
were 45 percent more effective in implementing new care protocols and 30 percent
more successful in navigating organizational changes.
Just teaching them on how to adapt.
(38:04):
Again, just because they have their degree does not mean that they're good at adaptability.
Leadership development. Guess what? You see 20 percent increase in staff engagement,
25 percent decrease in turnover turnover.
So let's just do quick math. If there are 300 people and let's say that there
(38:27):
are a thousand people in Periop.
Times 25 percent, which means 250 people.
A decrease, that means 250 people aren't leaving times the average, let's say.
Thirty five thousand dollars per onboarding. We're saving the hospital eight
(38:48):
point seven million dollars in cost.
Just with decreasing. Turnover rates.
I know a lot of these things sound like they don't matter but when you look
at the long term effects that it has within an organization y'all this is hand
over foot different let me talk about the impact of leadership development,
(39:12):
Journal of Healthcare Management said physician leadership development programs
saw 30% improvement in clinical quality metrics,
for some reason we think that just because they're a doctor and just because
they're a surgeon they're great leaders.
How many more lawsuits do we have to get how many more moments of malpractice
(39:35):
do we have to endure before we realize before we actually actually actually realize,
that maybe people that will be customer facing maybe people that we give the
rights to be in leadership within an organization that just because they can
job Job well doesn't mean that they leave.
So investing in that leadership development will cause for some of your talented
(39:57):
people to actually want to stay and work with brilliant minds.
Comprehensive leadership development within pharmacy has saw that 35 percent
improvement. Improvement.
In medication safety metrics and 28 percent increase in staff retention,
teamwork and collaboration, 40 percent reduction in medical areas and 35 percent
(40:23):
improvement in staff job satisfaction.
The T. Sloan School of Management found that soft skill training in health care
organizations resulted in 250 percent return on investment with eight months within eight months.
The training improved not only the individual's performance,
(40:43):
but also the team's cohesion and patient outcomes.
So here's some strategies for effective team development. And we'll finish with this.
We need a comprehensive needs assessment.
You need to start by conducting thorough assessments of your current workforce
(41:07):
development initiatives.
What's working? What's not? Where are the gaps? Engage your staff in this process.
Ask them what skills they want to develop, what support they need and what barriers
they face in their professional growth.
Give an example. We had a large hospital system that implemented a comprehensive needs assessment.
(41:27):
Focus group one on one interviews with the entire staff. They discovered that
while they had a strong technical training program, there was a significant
gap in leadership and communication skills development.
Especially for their mid-level staff. Staff. This insight allowed them to to
to to to partner with us to redesign their development programs.
(41:49):
To address these crucial areas.
You need personal development plans. If you do, there's no one size fit all
when it comes to personal development leadership.
Everybody needs their own personal development plan.
Here's an example. We had a regional health care system that implemented personal
development plan for all staff. Each employee, from environmental service staffing
(42:12):
to specialist physicians, worked with their supervisor to create an annual development plan.
These plans include a mix of technical skill training, soft skill development
and career progression goals.
This system saw 40 percent increase in internal promotions and 30 percent decrease
in turnover within two years of implementing this approach.
(42:33):
The mentorship programs But a large academic medical center That implemented
mentorship program With cross-disciplinary mentorship But.
So, for an example, a radiologist may mentor a new pharmacist.
Providing insight into hospital operations, career development,
(42:55):
extending beyond their specific field.
The program resulted in 35 percent increase in employee engagement scores and
25 percent improvement in interdepartmental collaboration.
The more one department knows about another department, the more they respect
and trust the other department and need to move forward.
Cross-functional training, we could talk about this stuff on and on.
Leadership development at all levels.
(43:16):
Don't reserve leadership training for those in former leadership positions.
Implement leadership development programs at all levels within your organization.
This build a strong leadership pipeline and empower staff to take initiative
and drive improvements in their areas of work.
This is where the SIPs Leadership Institute comes in. We like to work with your
team leads, your supervisors, because we want to help groom them and grow them
(43:38):
to become the next great leaders within our health care system.
Them. Too many times we wait until they're in leadership to provide them leadership
training when they should have been getting it before.
You don't wait until somebody gets into the Olympics to train them for the Olympics.
You train them for the Olympics prior to getting to the Olympics.
For example, community hospital we work with, implementing leaders at every
level program, providing leadership training to staff at all levels,
(44:01):
from entry-level position to senior management.
The program included modules on decision-making, conflict resolution, change management.
And within a year, the hospital saw a 50% increase in staff-led quality improvement
initiatives and a 35% improvement in patient satisfaction scores.
Y'all listen, this environment of continuous learning is absolutely important
(44:24):
because when they talk about growing and exchanging and developing and developing
and growing and exchanging and exchanging and developing,
all of these things are actually the perfect necessary steps.
That are required to not only ensure that the health systems are being changed,
(44:49):
but it's also to ensure that we are progressing as leaders within these health
systems to stabilize it, to sustain it and grow it moving forward.
Forever. And I have this saying that says, if what worked worked,
(45:09):
we would still be working it.
If what worked actually worked, we would still be working it.
So there's obviously something inside of our system that needs developing, needs changing.
And we're paying attention to all of the things that don't matter much to the,
(45:31):
What we're looking to implement within these organizations to create true,
lasting change that can take our organizations to places that we've never seen before.
I want to give a spotlight spotlight shout out to one of our tech partners, Asynco,
and their sonar product that allows for us to see not only all things that are
(45:52):
happening with the sterile processing in regards to your instruments,
We're also able to track them where they are, where the last place they were,
when they should have returned back to the headquarters.
What what what staff is performing the best? What are the shortages in staffing based on what shift?
I believe that this technology and is tracking all in one solution for providing
efficient support within sterile processing is going to be a game changer.
(46:16):
That's moving forward within our within organizations all across the country.
So Asynco is our spotlight partner of this podcast.
If you don't know who they are, you can go and find them anywhere on social media, on LinkedIn.
Asynco with their sonar product is a place where the leader as a CEO of the
(46:37):
company is someone who truly believes in innovation in a way that central store processing needs.
Because as the organizations in-house healthcare and as the market in the world
changes and adapts to technology, we need to be able to embrace technology even more. But guess what?
It's going to be hard for your facilities and your staff to embrace when we
(46:57):
haven't embraced what true leadership means and true training and development
on soft skill means within organizations all across the country. My name is Dr. Jake.
Sorry, not Dr. Jake. My name is Dr. Jake Taylor Jacobs, And this was a great
pod class on the importance of training and development within your organizations,
because there's no one size fit all.
(47:17):
And not only is there not one size fit all, we have to also ensure that we're
committing to the growth of our organizations long term.
So we can, in fact, change the world by changing our health care system. Welcome back.
And thank you for participating in Bread to Lead the podcast.
And if you have not shared this podcast with somebody, please share it out.
(47:38):
And if you're looking for a staffing and workforce management firm that's going
to collaborate and work with your hospital system to grow it and develop it
to make it better, look no further than Sips Healthcare.
You can find us on SipsHealthcare.com. And then the second thing I want us to
focus on is our Sips Leadership Institute. If you are somebody within your hospital
system, know that you need more training on soft skills and leadership development.
(48:01):
We have curated our own training development pathways with three separate certifications
that self-regulated that is self-accredited to ensure the rigor is up to standard
and up to date with what's needed in the in the marketplace. place.
And by getting all three, when you accomplish the pathway of leadership training,
assessments, and certification over an elongated period of time,
(48:24):
you'll be what we call a SIPS leadership.
You'll be operating on the SIPS leadership standard, which is ensuring that
you have all of the tools needed to not only grow and develop yourself,
but also to move the healthcare system forward.
And the reason why we do all that we do is because very simply, we care.
I love you. There's absolutely nothing you can do about it. Thank you and peace. Thank you for watching.
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