This transcription is provided by artificial intelligence. We believe in technology but understand that even the most intelligent robots can sometimes get speech recognition wrong.

  Today in Health it, the story is retaining your best staff or preparing for a turnover tsunami. My name is Bill Russell. I'm a former CIO for a 16 hospital system and creator of this week in Health IT at channel dedicated to keeping health IT staff current and engaged. I provide executive coaching, advisory and board participation to health leaders around technology and it.

If you wanna learn more, check out health lyrics.com. Alright, here's today's story. I'm getting mixed messages around hybrid work. I hear some saying that they're all in and adopting hybrid work and flexible schedules, and I hear others setting dates for everyone to return to work. This is gonna create the number one reason people leave organizations and that is missed expectations.

A friend used to say to me, expectations are the mother of all disappointments. I'm always trying to figure out what people's expectations are. What are the expectations that have changed since the advent of this pandemic? What are workers thinking and what are they looking for? All right. I, I really have two articles.

One, I'm just gonna touch on the title. The other, we're gonna go in more depth. Uh, the first is Texas Children's Hospital is giving a 2% raise in extra week of vacation to its workers. And this is about rewards. I think there's going to be this. Idea that, you know, we just came through this very hard time.

We've given extra to our organization. Is our organization going to recognize the contribution that we have given to that organization? And so there's rewards that are out there. So that's from a modern healthcare story. Texas Children's Hospital given 2%, raises an extra week of vacation, if you wanna check that out, the.

So 52% are looking, 26% are beyond looking. They are planning to leave. All right, let's dive into this article a little more. It goes on to say, this suggests that people think the grass is greener, says Dan Roberts, CEO of We let associates and author of Confessions of a successful CIO and not because it's spring among the multiple factors at play.

According to the Prudential Financial Survey, our employee concerns about career advancement. Then there's the overall impact of COVID-19 crisis has had on people. Additionally, the wide and rapid acceptance of remote work has opened up. New job opportunities to work from anywhere. This is a great article too, 'cause it goes on, goes on and has 10 tips for how to retain employees in the hybrid work era.

And we're gonna get to that in just a second. So the article goes on. We used to talk about the impacts of fear, uncertainty, and doubt on people. Add to this, the impacts of burnout and isolation, and you have a recipe for workforce chaos. Robert says a question every CIO should be asking their people managers is

Are the recruiters who are trying to poach our people painting a better picture of a future working with their company than we are of ours. Are we even painting a picture of what it looks like to work for our company? And is that a good picture? If you had to sit down right now today on a piece of paper right down, what does the future of working for your organization look like?

Could you paint a good picture? Let's get into the 10 tips for how to retain employees in a hybrid work era. Number one, meet workers where they are. IT leaders should explore hybrid models so their key players don't have to look elsewhere to retain the flexibility that they now value. We've talked about that.

Number two, conduct turnover, postmortems. This is good advice. At any time, really take a look at why people are leaving and discuss. Are there any warning signs? What are we ignoring? What aren't we seeing? We should always be doing postmortems when people leave our organization. Is it for the right reasons or is it for the wrong reasons?

Number three, create a sense of belonging. You want to create a place where people have a strong connection to each other, where they. They connect with the organization's mission. You want to create a place where people feel at home, right? So create a sense of belonging. Number four, expand your aperture beyond your rock stars.

A lot of times people get really locked in on their high performers and they're connected with them, and they forget about everybody else. That's a common mistake that is made. Number five, perform a talent assessment. And it goes on here to say, it's time to identify the employees with growth potential as well as those in key positions at risk of leaving develop programs to directly engage these employees immediately.

Reny advises. Select Insurance developed a mentorship program for IT professionals in these categories. While productivity remained high during the pandemic, most of the conversations between managers and employees were directly related to tasks. Projects and meeting execution commitments says bresnick.

There wasn't always the emphasis on talent and career development that these conversations would have if we were in an office together. And actually, I'm not even sure that that in the office together makes as much of a difference as a commitment to a mentorship program, a commitment to giving people the leg up on the next step in their career.

So number six, develop a learning culture. Compensation is important, but IT professionals. Also want to grow and develop. Number seven, set your talent free within the organization. I, I see this mistake made all the time. Let people take positions within the organization to grow even outside of your department, because if you don't, they're gonna find MO mobility elsewhere.

They're gonna go to other organizations. And so if they are truly good talent, let them move around. Let them find other opportunities within your organization. Number eight, foster positive exits. And this goes on to say we are about to enter a period of unprecedented talent, churn, and burn. I believe a lot of people are going to leave and come to the realization that the grass wasn't actually greener on the other side.

So when you have people who are leaving, remind them how much you value them and wish them well in their new endeavor. Because the more elegant the exit, the more respectful their return will be. Okay. So foster positive exits. Number nine, playing for some losses. It's just gonna happen. I mean, just sheer numbers are going to take effect and some people are gonna leave.

So be ready for that. And number 10, look beyond attrition mitigation. Consider what you can do to capitalize on new talent hiring in the marketplace. This is good article, hybrid work. How to Prepare For the Tsunami Turnover. It's from the Enterprise Project. Dot com. A lot of great advice. The time is now to get in front of this.

We, we talked about this on the show before. You have to be listening, but part of listening is letting people know that you are listening by providing feedback and progress. Sometimes our listening is viewed as a stunt because quite frankly it should be because sometimes it is a stunt. We just did our employee listening tour check.

I listened to 'em. People know when you're going through the motions, just don't believe the lies. Know what you've done, know what you're trying to do. On the flip side, if you want turnover and there are times that you want turnover, this could be a great opportunity for you. And I know that some of you just did a double take, like did he just say.

Sometimes it's good to, to want turnover, and I, I, I'm gonna tell you that yes, there are organizations that I've been a part of that I purposefully did not do certain things at a certain time because I wanted to foster some turnover. We needed new blood, we needed new thinking within our organization.

The goal shouldn't be no turnover. It never should be. I don't care how good your culture is, it should never be. We want to . Uh, make sure that there's no turnover in our organization. New things keep the old things new. A stagnant pond doesn't take on new water, or it rarely does, and a stagnant staff doesn't take on new people or rarely does.

And it has the same effect. Stale thinking, limited outside influence, stagnation. I would tell my hiring managers all the time that an open job position is gold. Treat it as such. It is gold. A new person can breathe life into a department or a project. They can add skills and talents that weren't there before, and those talents and skills can spill over onto others.

An open position is precious and valuable. Treat it as such, not something you have to fill. It's not a task, it's a strategic move. I will say this, I believe the opportunity is right for massive shifts in employment in the next year. Uh, know your strategy. Get ahead of the turnover and make your organization a place people want to be.

I. Either way, you should do that or know people are going to leave. Embrace it and get ready to recruit people to come to work at your health system. Either way, you should be ready to recruit the best talent. All right, that's all for today. If you know of someone that might benefit from our channel, please forward them a note.

They can subscribe on our website this week, health.com, or wherever you listen to podcasts. Apple, Google Overcast, Spotify, Stitcher. You get the picture. We are everywhere. We wanna thank our channel sponsors who are investing in our mission to develop the next generation of health leaders, VMware Hillrom, Starbridge Advisors, McAfee and Aruba Networks.

Thanks for listening. That's all for now.