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Mark Minard
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Sunbury, Ohio 43074 

Dreamshine...Where Dreams Shine On!
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On Mar 30, 2018, at 12:46 PM, Jeff Davis <JDavis@opra.org> wrote:

Hello all:

 

Recently, I have seen some very interesting staff recruitment, retention and leadership ideas from our members and outside our system.  Below are a few of them and we will continue to share.  

 

Hope all are well.

 

Jeff

 

 

PLEASE JOIN us on the webinar on April 25th.  We need to work on our profiles: 

 

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Workforce Retention-Helpful Suggestions From One of Our Members:

 

Brad Vincent, CEO of Siffrin, Inc. and OPRA Board Member, has graciously shared some of the initiatives they have implemented to reduce staff turnover. Siffrin supports approximately 900 individuals with 275 staff. These steps resulted in a 14% reduction in turnover and a reduction in overtime of 8,000 plus hours in FY 2016-17

 

·         Added floater positions, 7, at a slightly higher rate of pay and they agree to work anywhere, anytime to fill shifts.  Paying $10.50 an hour straight time was less expensive than paying staff with seniority overtime. Seniority staff were the ones accepting most the overtime. We assigned scheduling of these staff to one Manager.  Having one point of contact for all homes worked well.

·         Our HR department held one on one meetings with Home Coordinators and DSP’s to get their input, show support and provide for future contact if need be.  This was especially effective for overnight DSP’s.  This takes a healthy relationship between HR and the COO/Services staff.  HR reports their findings for Services to address suggestions and problems.

·         We gave gift card incentives for DSP’s picking up shifts that do not create overtime. The DSP’s had to pick up 10 shifts that do not cause overtime, prevented overtime, within the 4th quarter of 2017. For every 10 shifts the DSP would get a $25 gift card.  We had 6 PT DSP’s cover 170 shifts during the 4th quarter. We did this in the 4th quarter because the holidays always meant a significant increase in overtime.

·         We gave DSP’s gift cards for perfect attendance.  They had to have perfect attendance or find subs that did not result in OT.  At the end of the 4th quarter all DSP names that accomplished this were put into a drawing for a flat screen TV.  The enthusiasm for this was incredible and staff are already talking about qualifying for next year.

·         We use to have a staff appreciation luncheon every July.  Of 300 staff, approximately 100 attended the event.  We decided we wanted to reward all staff so we cancelled the luncheon, where we also gave awards to staff, and went with “summer giveaways”.  We give all staff the option of free Zoo passes or free movie tickets.  The giveaways depend on the best deal HR can make at the time.  Staff enjoyed this so much more because all staff received it and it involved their family members.  As for the awards/acknowledgements we now do these during the course of the year and the presentation of individual or team awards are given during the Executive staff meetings.  Staff of the month was initiated and their picture and name go on a plaque in our lobby.

·         We give out Christmas bonuses to all staff that have a year or more seniority.  The bonus goes from $50 to $100 depending on longevity.

·         We distribute what we call Home Coordinator kits.  The HC’s are the supervisors in the homes.  These kits contain Siffrin gear and they can hand them out to staff for exceptional performance or for  appreciation, pens, usb chargers, stress balls, note pads, all with Siffrin’s logo.  This also helps to develop a corporate pride.

·         We notify all Managers when we hold orientation classes so they can be in attendance.  I also now attend all orientation classes so new hires can know the CEO and know I am supporting them.  I give my Siffrin culture speech and the reason I am in this business.

·         We have added trainings at the request of the DSP’s.  This gives them the skills to do their jobs better and gives them more confidence and comfort on the site.

·         This had been about a decade ago but I added the Home Coordinator position in the homes.  The HC reports to the Home Manager who is over 3-4 homes.  The reason I added it was because there was little room for advancement internally.  You were either a DSP or a Manager. By adding the HC position it gave DSP someplace to advance and it is a good place to groom future Managers.  All of our current Managers have at one time been DSP’s or Home Coordinators.

·         Management’s engagement with staff is an ongoing topic at my Executive meetings and at the Manager meetings.  We are always looking at ways to let the DSP’s know they are valued and heard.

 

Brad can be reached at BVINC@SIFFRIN.org or 330 478-0263.

 

 

Podcast with Frank Blake-former CEO, Home Depot:

 

The link below will take you to a conversation with Frank Blake, former CEO of Home Depot. Frank’s accomplishments as CEO are numerous and I will let you look those up if you are interested. What is so enlightening about this interview is how simple his leadership philosophy was and he lays it out in such a refreshing manner.

 

During his tenure Home Depot had approximately 350,000 associates in locations across this country and across the world. As you will hear (if you choose to listen) it was all about culture (his employees), and his customers. The most astonishing thing he mentioned was that while CEO he took time each weekend to write handwritten notes of thanks and encouragement to his employees. He averaged over 100 notes each weekend! I’m not sure one can listen to this podcast enough.

 

http://podbay.fm/show/290055666/e/1441339201

 

 

 

 

 

 

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