“UPH [developed] this [Health Strategic Three-Year Road, p. 7] infrastructure prior to the ACA [Affordable Care Act], working in partnership with other health care employers in the region to respond to high turnover in critical frontline positions, as well as a lack of frontline workers prepared to enter supervisory and managerial roles. In response, UPH made investment in frontline staff development a priority as demonstrated by:
- Implementing workforce planning and analytics processes to better understand the state of its workforce and potential retirement, turnover, or engagement risks
- Creating a full-time Retention Specialist role to coach workers in areas of high turnover, such as housekeeping and dietary, in career development and preparation for further education, and to help remove barriers to advancement
- Offering a program to nurture supervisory talent, ‘Breakthrough to Leadership,’ which has trained 67 candidates, with over half receiving promotions
- Creating a Workforce Training Academy, in partnership with other area health care employers and educators, for direct care and allied health positions, with career ladders keyed to specific competencies and occupations.
UPH [is] intentional about developing its workforce and providing opportunities for improving skills and career prospects. It is also deliberate about communicating the importance of every individual’s job to meeting business objectives. UPH employees are asked from their first day on the job to look at their job in the light of quality of care measures, and their effects on the organization’s financial health and on achieving the ultimate bottom line—‘best outcome for every patient, every time.’
In addition to understanding one’s role in meeting UPH’s business objectives, staff must meet rising expectations for skill and job performance—especially when assisting patient transitions. All staff—including dietary and central supply technicians—requires higher technology skills” (p. viii).
(Abstractor: Author and Website Staff)Full publication title: Connecting the Dots: A Case Study of Transforming Care and the Frontline Workforce at UnityPoint Health-Des Moines