staffing strategies for the highly productive it ... · common flashpoints of generational...
TRANSCRIPT
Staffing Strategies for the Highly Productive IT Department to Navigate Changing Workforce Dynamics
Santosh Mohan, MMCi, CPHIMS
@santoshSmohan
IT Management Fellow, Stanford Health Care
March 2, 2016
Conflict of Interest
Santosh Mohan, MMCi, CPHIMS
Has no real or apparent conflicts of interest to report.
2
Acknowledgements
Advisory Board Company
Washington, DC
Jim Adams
Alicia Dick
Ernie Hood
Rachel Keller
Ken Kleinberg
Ed Marx
Brendan McGinty
Kate Vonderhaar
Change Gang, LLC
Blaine, WA
Dave Garets
Claire McCarthy
HIMSS
Chicago, IL
JoAnn W. Klinedinst
Rod Piechowski
Magdalene Van Vossen
Jason Keller
Boston, MA
3
Jean Ann Larson & Associates
Dallas, TX
Jean Ann Larson
Pam Foyster
Family Health West
Fruita, CO
Stanford Health Care
Palo Alto, CA
Yael Markley
Eric Tancongco
Drivers of Changing Workforce Dynamics
Understanding the Generations
Integrating the Workforce
1
2
3
Agenda
4
• Formulate an effective approach for integrating the multigenerational
informatics workforce
• Recognize the impact of mass boomer retirements and encourage the
transfer of critical institutional knowledge and experience to younger staff
• Create staff engagement through shared accountability and individual
commitment for organizational success in the new economy
Learning Objectives
5
http://www.himss.org/ValueSuite
• Staff Engagement
• Coaching
• Collaboration
• Business
Communication
• Performance
Value Suite STEPS™: Satisfaction
• Attrition
• Time-to-fill
• Recruitment Costs
• Staffing Gaps
• Loss of Knowledge
6
Drivers of Changing Workforce Dynamics
Understanding the Generations
Integrating the Workforce
1
2
3
Road Map 7
Agenda
1 U.S. Population
Demographics
2 Change of Guard
Conflicts
3 Shortage of
Skilled Workforce
Changing Dynamics of the Workforce
The Three Big Drivers
8
Instant Poll #1
a) Silent (Born before 1945)
b) Baby Boomer (1946 – 1964)
c) Gen X (Born 1965 – 1980)
d) Gen Y (Born 1981 – 1997)
What Generation Are YOU?
9
34% 34%
29%
2%
1%
Millennials (Age 18 – 34) Generation X (Age 35 – 50)
Baby Boomers (Age 51 – 69) Traditionalists (Age 70 – 87)
Post-Millenials
U.S. Population Demographics
Four Generations at Work
Total Employees
(as of Dec 2015):
149,929,000
Source: Pew Research Center tabulations of U.S. Census Bureau population projections released December 2014; “The Employment Situation –
December 2015”, Bureau of Labor Statistics, available at: http://www.bls.gov/news.release/pdf/empsit.pdf, accessed January 10, 2016; “How to
Tell If a ‘Fact’ About Millennials Isn’t Actually a Fact”, WSJ.com, available at http://blogs.wsj.com/economics/2014/11/27/how-to-tell-if-a-fact-
about-millennials-isnt-actually-a-fact; “Do 10,000 baby boomers retire every day?”, Fact Checker, The Washington Post, available at
http://www.washingtonpost.com/blogs/fact-checker/wp/2014/07/24/do-10000-baby-boomers-retire-every-day/; “Millennials surpass Gen Xers as
the largest generation in U.S. labor force”, Pew Research Center, available at http://www.pewresearch.org/fact-tank/2015/05/11/millennials-
surpass-gen-xers-as-the-largest-generation-in-u-s-labor-force/.
Number of baby boomers
retiring each day
10,000
The Workforce in 2015
In millions U.S. Labor Force Composition by Generation
Projected Population by Generation
Driver #1
10
Change of Guard Issues
The Talent Pipeline Problem
Traditionalists Baby Boomers Millennials / Gen Y-ers Gen X
Entering the workforce Advancing their
careers
Retiring or delaying
retirement
95% are retired
11
Driver #2
Hey CIO! Can I Get a Ride?!
I’m Not Old Enough to Rent a Car…
Source: Artist’s illustration of situation narrated by Vince Cioti on HIStalk industry webinar, accessed February 14, 2015.
IMA
GE
CR
ED
IT: V
INC
E C
IOT
I, S
AN
TO
SH
MO
HA
N.
AR
TIS
T: JA
SO
N K
ELLE
R
12
Shifting Position on Retirement
A Ticking Time Bomb
1985 2011
Source: “State of the American Workplace,” Gallup, available at: http://www.gallup.com/strategicconsulting/163007/state-american-
workplace.aspx, accessed February 13, 2014; The Advisory Board Company Talent Development research and analysis.
20% of Workforce
Ages 65 – 69
32% of Workforce
Ages 65 – 69
• 1 in 4 Baby Boomers
will never retire
• 26% of all Americans
46 to 64 years old
have no personal
savings
• Gen X is hitting the
‘Gray Ceiling’
• In 2020, there will be
five generations at
work
13
Skilled Labor Market Continues to Tighten
Health IT Staffing Shortages Complicate Matters Further
19%
6%
29%
71%
21%
40%
50%
69%
Other
Hiringvendors/consultants is
too expensive
Our hires are takenaway by more
lucrative offers fromother organizations
Lack of qualifiedtalent pool in our area
Provider (N = 119) Vendor (N = 52)
Barriers Organizations Face to
Fully Staffing Environments 2014 Health IT Staffing Outlook
Provider organizations had
to place at least one IT
initiative on hold
35%
Provider organizations had
to scale back at least one IT
project
38%
CIOs say their organization
has experienced higher staff
turnover in the past 12 months
than in previous years
31%
Projected growth in health IT jobs
between 2014 and 2024—much faster
than the average for all occupations.
15%
Source: 2014 HIMSS Workforce Survey, available at http://www.himssanalytics.org/research/AssetDetail.aspx?pubid=82173&tid=127; October
2014 healthsystemCIO.com Snap Survey, available at http://healthsystemcio.com/2014/10/22/survey-finds-staff-turnover-isnt-money/; U.S.
Bureau of Labor Statistics, Employment Projections program, available at http://www.bls.gov/ooh/healthcare/medical-records-and-health-
information-technicians.htm#tab-6, accessed January 10, 2016.
Driver #3
14
Beyond the 3 Drivers
Changing Times Bring a Bigger, Broader Shift…
The 9 to 5 schedule was developed around sunlight. Workers
could arrive in the light and return home before dark. People
walked to work. Life was based in the neighborhood.
Businesses controlled when customers bought goods and
sought services. That world is history.”
Ira S Wolfe, Geeks, Geezers, and Googlization
We‘ve moved from an economy built on people's backs to
an economy built on people’s left brains to what is
emerging today: an economy and society built more and
more on people’s right brains.”
Daniel Pink, An Emerging Mind
Definition of
work is
changing
Economy
is shifting
Technology is
reshaping
every aspect of
our life and
work
People no longer have to follow the leaders and do what
they’re told. Now they can organize themselves, publish
themselves, inform themselves, and share with their
friends – without waiting for an authority to instruct them.”
Dan Tapscott, Grown Up Digital
15
a) Connectivity (Internet)
b) Technology (Computing)
c) Economy (Recession)
d) Workforce (Millennials)
Instant Poll #2
What Shifted Your Leadership Style the Most?
16
Drivers of Changing Workforce Dynamics
Understanding the Generations
Integrating the Workforce
1
2
3
17
Road Map
Historical Events
Environment
Race and Ethnicity
Disability
Religion
Education
Level
Age
Generations
Political
Gender
Socio-economic
status
Factors of Diversity
“Just when we thought we were getting used to managing gender and ethnic
diversity in the workplace, we are faced with addressing age diversity.”
Ira S Wolfe in Geeks, Geezers, and Googlization
And their Influence on Characteristics and Attitudes of Individuals
Source: “Managing an Intergenerational Workforce: Strategies for Health Care Transformation”, American Hospital Association,
January 2014, available at http://www.aha.org/about/cpi/managing-intergenerational-workforce.shtml, accessed January 19, 2015.
18
Traditionalists
AKA: Veterans, Silents, WWII Generation
IMA
GE
CR
ED
IT: U
NIT
ED
ST
AT
ES
LIB
RA
RY
OF
CO
NG
RE
SS
'S P
RIN
TS
AN
D P
HO
TO
GR
AP
HS
Born:
1922‒1945
Generation in Brief: Traditionalists
• Grew up during wartime and
postwar periods; lived in and
adapted to an environment of
scarcity
• Key messages from formative
years:
– Make do or do without
– Stay in line; stay loyal
– Duty before pleasure
– Consider the common good
• Popular technology of the era:
Radio
• Currently semi-retired or fully
retired; many are grandparents,
and some are great-grandparents
19
The Baby Boom Generation
AKA: Boomers, Vietnam Generation, ‘Me’ Generation
Born:
1946‒1964
Generation in Brief: Baby Boomers
• Grew up in an era of global
rebuilding and recovering
economies— optimistic about the
future
• Key messages from formative
years:
– Be anything you want to be
– Work really hard
– Live up to expectation
– Change the world
• Popular technology of the era:
Television
• Currently hold senior-level
positions and are approaching
retirement; many becoming grand-
parents and empty-nesters.
IMA
GE
CR
ED
IT:
GE
TT
Y I
MA
GE
S
IMA
GE
CR
ED
IT:
GE
TT
Y I
MA
GE
S
20
Generation X
AKA: Baby Busters, 20-somethings, Latch-key Generation
Generation in Brief: Gen X
• Grew up in two-income
households; often described as the
‘latchkey kids’ and free agents
• Key messages from formative
years:
– Don’t count on it; keep options
open
– Take care of yourself
– Do it your way; balance work/life
– Always ask “why?”
• Popular technology of the era:
Personal Computer
Born:
1965‒1981
IMA
GE
CR
ED
IT: B
RU
CE
WE
AV
ER
. T
IME
MA
GA
ZIN
E
21
The Millennial Generation
AKA: Gen Y, Gen WHY, Nexters, Digital Generation
Generation in Brief: Millennials
• Grew up in a modern society—
characterized as technologically
savvy multi-taskers
• Key messages from formative
years:
– You are special
– Stay connected 24/7
– Achieve now!
– Everyone wins;
leave no one behind
• Popular technology of the era:
Internet
Born:
1982‒1997
IMA
GE
CR
ED
IT: G
ET
TY
IM
AG
ES
IMA
GE
CR
ED
IT: G
ET
TY
IM
AG
ES
IM
AG
E C
RE
DIT
: G
ET
TY
IM
AG
ES
IMA
GE
CR
ED
IT: A
RC
HIV
ES
.GO
V
22
Since we are all “immigrants” to three other generations, we might as well not be jerks about it.
Hadyn Shaw in Sticking Points
Generational Differences
IMA
GE
CR
ED
IT: B
RU
CE
PLA
NT
E.
23
Understanding the Gap
Words of Wisdom from Sun Tzu
So it is said that if you know your enemies and know
yourself, you will win a hundred times in hundred
battles. If you only know yourself, but not your opponent,
you win one and lose the next. If you do not know
yourself or your enemy, you will always lose.”
Sun Tzu, “The Art of War”
24
a) Work Style
b) Communication
c) View of Authority
d) Employee Engagement
Instant Poll #3
Where Are You Seeing the Biggest Differences?
25
Understanding the Gap
Common Flashpoints of Generational Differences
Communication Learning and Diversity Work Expectations
• Career, retirement outlook
• Loyalty; job security
• Work styles and ethics
• Rewards and recognition
• Use of technology
• Management style
• View of authority
• Team relationships
• Learning needs
• Training styles
• Attitude toward diversity
• Comfort with change
26
I’ll put in the
effort, but I want
work-life balance
too.
I’m connected
24/7. How does
it matter if I
leave at 5?
Work Hours
How do I work?
Gen X-ers
Traditionalists
Baby Boomers
Millennials
I work 9 to 5,
plus overtime.
That’s what I’ve
always done.
“
It takes hard work
to get ahead. I work
8 to 6 and take
work home.
“ “
“
They don’t work as hard as I did
when I was their age.” “ They’re inefficient. “
They are never on time, and they’re
always stuck to their phones.” “ They are stuck to their calendars. Why should
we all meet in the same place anyway?” “
Example #1
27
Interaction Styles
I send txts w/ lots of
abbrevs. Gchat works too.
Twitter maybe? #Whynot
What are memos?
I send an email or IM, and I
prefer to meet virtually.
Gen X-ers
Traditionalists
Baby Boomers
Millennials
I write memos, or meet
face-to-face. I think in-
person meetings are the
best way to work things
out..
“
I use the phone to set up
meetings, and I also send
memos out to my group.
“ “
“
How do I interact?
I don’t need a Gen Y-er texting instead of building
business relationships. They run the risk of eroding
what we’ve been doing to build a relationship of
trust between the business and IT.”
“ They spend too much time in meetings. They don’t
use technology to make their life and interactions
easier and more effective.”
“
Their communication skills are awful.” “ Their communication skills are awful” “ Source: Gelston, S.,“Gen Y, Gen X and the Baby Boomers: Workplace Generation Wars”, CIO.com,
available at http://www.cio.com/article/2437236/staff-management/gen-y--gen-x-and-the-baby-boomers--
workplace-generation-wars.html; Geeks, Geezers, and Googlization.
— Mark Cummuta, CIO.com
28
Example #2
Rethinking the Gap
… From a Parking Garage in Calgary
Source: Shaw.H, “How to Get the Generations Working Together,”
American Management Association; Sticking Points; McCarthy, C. (2015, February
06), Telephone interview; Garets, D. (2015, January 23), Telephone interview.
IMA
GE
CR
ED
IT: H
AY
DN
SH
AW
29
Shared Values and Commonalities
Top Five Expectations of Employees
Baby Boomers, Gen X, and Millennials share the same top 5 expectations of their employers:
1 2 3 4 5 To Work on
Challenging
Projects
Competitive
Compensation
Opportunity for
Advancement
and Learning
To be Fairly
Treated
Work-Life
Balance;
Flexibility
Having
continuous
employment and
chances to do
engaging work
Being well-
compensated for
the contributions
made
Feeling successful
in careers and
having opportunities
for promotion and
knowledge
enhancement
Viewed as
competent,
knowledgeable
workers and to be
treated with respect
for contributions
Having a balance
of social and work
lives; respect for
individual
preferences
Source: “Rethinking Generation Gaps in the Workplace: Focus on Shared Values,” UNC Kenan-Flagler
Insights, available at http://www.kenan-flagler.unc.edu/executive-
development/about/~/media/C8FC09AEF03743BE91112418FEE286D0.ashx, accessed January 26, 2015.
30
Drivers of Changing Workforce Dynamics
Understanding the Generations
Integrating the Workforce
1
2
3
31
Road Map
Integrating the Generations
Two Standard Approaches
Maximizing Differences Minimizing Differences
Create level playing field by
neutralizing existing differences and
focusing on similarities
Focus on ways in which differences
can be emphasized and leveraged
for organizational gain
Source: The Advisory Board Company Talent Development research and analysis.
32
Minimizing Differences
New Policy Brings New Tensions
Source: Putre. L. “Generations in the Workplace,” Hospitals and Health Networks, available at
http://www.hhnmag.com; The Advisory Board Company Talent Development research and analysis.
M T W Th F
12:00 12:00 12:00 12:00 12:00
8:00 8:00
12:00 12:00 12:00
4:00 4:00
M T W Th F
12:00 12:00 12:00 12:00 12:00
12:00 12:00 12:00 12:00 12:00
Young nurses frustrated
by less flexible shifts
Older nurses frustrated
by longer hours per shift
Nursing unit at 250-bed
hospital in Toledo, OH
converted eight-hour shifts
to twelve-hour shifts
Change
33
Maximizing Differences
Well-intended, but Ineffective
Forum unnecessarily calls
attention to differences
Misjudgments erode morale Tone is not focused on
learning opportunities
Generation Sensation
Case in Brief
• 160-bed hospital with mid-size intergenerational staff
• After noting tensions around age-related differences, decides to host
monthly “Generation Sensation” forum for staff
• During monthly forum, staff discuss varying viewpoints on other generations;
though well-meaning the initiative can draw negative attention to the
differences among generational cohorts
Source: Putre. L. “Generations in the Workplace,” Hospitals and Health Networks, available at
http://www.hhnmag.com; The Advisory Board Company Talent Development research and analysis.
34
Pitfalls of Standard Approaches
Good Intentions are Not Enough
Source: The Advisory Board Company Talent Development research and analysis.
Suppressing or emphasizing
differences leaves some
feeling out-of-touch and
disengaged with work
Ignoring differences or
focusing too much attention
on them causes staff to feel
misunderstood and valued for
the wrong reasons
Minimizing or maximizing
differences can cause myopia
as staff become fixated on
the differences among them;
staff struggle to see the
whole picture
Insecurity Alienation Myopia
35
Supporting a Diverse Workplace
Identifying Macro- and Micro-level Strategies
Incentives Intrinsics Morale Motivation
Acknowledge the uniqueness of
staff members by uncovering their
individual motivators
Motivate the Individuals
Create a workplace that accommodates
all groups and generations
Create an Accommodating Culture
Source: The Advisory Board Company Talent Development research and analysis.
36
Creating an Accommodating Culture
Designing a High-Performance IT Department
Tailoring Organizational Processes
and Management Strategies Talent Management
• Leadership Style
• Work Design
• Workplace Policies
• Organizational Structure
• Attract: Hiring, onboarding,
and retention
• Develop: Training and
succession planning
• Inspire: Engagement and
recognition
• Mentorship
Imperative #1
37
Tailoring for Success
Organizational Processes and Management Strategies
• Encourage openness and curiosity
• Set and communicate vision
• Stay culturally relevant and be transparent
• Create workplace choices
• Clarify expectations and set metrics
• Balance high-tech with high-touch
• Set behavioral standards
• Consider how policies affect generations
• Instill discipline to adhere to organizational values
Leadership Style
Work Design
Policies
Tool to Consider: Skills Matrix
• Develop a skills matrix for each team
• Establish criteria to rate each
individual’s skill level across different
functions of the job as novice,
intermediate, and advanced
• Be clear about what each criteria means
and how it is rated
• Rate each team member and publish
the matrix to the team
• Approach most often results in everyone
wanting to master all the skills, getting
the whole team up to performance
• More experienced staff automatically
tend to mentor the less senior members
38
Talent Management
Checklist for IT Workforce Development
• Be creative with hiring.
“If they’re talented, they’re
teachable.”
• Take time to onboard people
effectively based on who they
are.
• Retain your staff. Don’t
overlook the value and
knowledge of older IT staff.
Attract
1
• Set reasonable expectations
about training. Consider
rotations outside IT to
broaden skills.
• Give younger staff freedom to
explore areas of interest.
Create ‘career paths’ to
accommodate preferences.
• Promote from within and have
succession planning in
place. Offer clear guidance
on how to succeed and
advance.
Develop
2
• Paint a broad vision that
has the patient at the center
of every decision.
• Create shared
experiences and rituals to
come together. Be sure to
offer challenging work.
• Tell your stars how bright
they shine. Reward them
and show them that you
want to invest in their
future.
Engage and Inspire
3
Source: “IT Staffing Strategic Outlook”, Health Care IT Advisor research and analysis, available at
http://www.advisory.com/research/health-care-it-advisor/studies/2013/it-staffing-strategic-outlook;
Marx. E, “Culturally Relevant Leadership”, HIStalk CIO Unplugged, Published 4/15/08, available at
http://histalk2.com/2008/04/15/cio-unplugged-41508.
39
Build a 2-Way Street for Mentoring
Transfer Experience Across Generations to Increase Impact
Source: Marx. E, “The Lost Art of Mentoring”, HIStalk CIO Unplugged, Published 2/2/11, available at
http://histalk2.com/2011/02/02/cio-unplugged-2211; Marx, E. (2015, January 23). Telephone interview.
Mentoring Contract
Please see appendix for a formal mentoring contract that you can
customize and use as a tool to facilitate mentoring relationships.
Compliments of Ed Marx, Senior VP and CIO, Texas Health Resources.
Restoring the Lost Art
“On even years, I mentor
someone; on odd years, I
am mentored. I require
each of my direct reports
to do the same.”
Ed Marx, SVP and CIO,
Texas Health Resources.
Make it Socially Acceptable
Make it Relevant
Make it Formal
• Get everyone to do it! Create a culture that encourages role-modeling
• Get younger staff to refine management skills by supervising interns
• Encourage experienced staff to have ‘advisory groups’ of bright, young individuals
• Seek broader health care experience, organizational perspective, and new skills
• Consider finding a mentor outside IT. Match up with a clinician or a administrator.
• Leverage opportunities to become ‘business ready’
• The framework needs to be at least partly formal
• Both parties have to be clear that their relationship is a two-way street
• Agree on ground rules: expectations, confidentiality, communication etc.
40
a) Onboarding
b) Leadership Development
c) Skill / Knowledge Transfer
d) Other
Instant Poll #4
What Is the Main Focus of Mentoring in Your Organization?
41
Supporting a Diverse Workplace
Identifying Macro- and Micro-level Strategies
Incentives Intrinsics Morale Motivation
Acknowledge the uniqueness of
staff members by uncovering their
individual motivators
Motivate the Individuals
Create a workplace that
accommodates all groups and
generations
Create a culture that accommodates
all groups and generations
Source: The Advisory Board Company Talent Development research and analysis.
42
Motivating the Individuals
Motivation Comprised of Multiple Factors
Instruments that
incite action
Incentives Properties of the job
itself that are valued
and inspire action
Intrinsics A person’s
emotional
predisposition
to act
Morale The combination of
incentives, intrinsics,
and morale that
determine the degree
of investment an
individual will make
Motivation
Source: The Advisory Board Company Talent Development research and analysis.
43
Imperative #2
Demystifying Motivation
Drilling Down to the Individual-level
Source: “Wellbeing: The Five Essential Elements,” Gallup, available at
http://www.gallup.com/businessjournal/126884/five-essential-elements-wellbeing.aspx;
The Advisory Board Company Talent Development research and analysis.
• Leader must have a one-on-
one conversation with each
member of staff to uncover his
or her individual motivators
• Use behavioral analysis
• Be sensitive to individual
needs and preferences
• This can be time-consuming,
but needs to be done
Ask Questions that Relate to…
?
• Career Wellbeing: liking what they
do every day
• Physical Wellbeing: having good
health and enough energy to get
things done on a daily basis
• Social Wellbeing: having strong
relationships
• Financial Wellbeing: effectively
managing their economic life
• Community Wellbeing: the sense of
engagement they have in the area in
which they live
Motivation
44
Tools for Reimbursement
Both the Carrot and the Stick
Source: The Advisory Board Company Talent Development research and analysis.
Incentives: Instruments that incite action
Rewards Consequences
• Money, flexibility, acknowledgement /
appreciation.
• Is one better than the other? Or a
combination?
• Incentives that cut across generations:
Increasing autonomy, increase in
mastery over skills, and purpose
• Probation, limited privileges
• Negative feedback, constructive criticism
• Tighter management
45
Incentives
Inherently Inspirational
Three Categories of Intrinsic Motivators
Source: The Advisory Board Company Talent Development research and analysis.
Sense
of Purpose
Satisfaction
of Accomplishment
Commitment
to Community
Intrinsics: Properties of the job itself that are valued and inspire action
• Provide opportunities to
experience the clinical
care setting and
understand the critical
intersection of IT and
quality of patient care
“The job allows me to
contribute to a
purpose I support”
“The job enables me
to get a sense of
achievement”
“The job connects
me to others whom I
care about”
• Be sure to offer
challenging work
• “If something in IT fails, it
can be harmful to the
patient.”
• Strengthen the social
contribution that staff
associate with health care
• Health care first, IT second
46
Intrinsics
Snapshot of Satisfaction
Morale as Past, Present, and Future
Source: The Advisory Board Company Talent Development research and analysis.
Morale: A person’s emotional predisposition to act
Prediction of future level of morale
based on trust, confidence, and
overall satisfaction; can impact
current motivation
Time Past Future
Current
Determined by accrued
levels of professional
satisfaction, including past
incentives and intrinsics
Morale
47
Morale
The Bigger Picture
Understanding Your Workforce
“In case you’re worried about what’s going to become of the younger generation,
it’s going to grow up and start worrying about the younger generation.”
Roger Allen
Source: “Rethinking Generation Gaps in the Workplace: Focus on Shared Values,” UNC Kenan-Flagler
Insights, available at http://www.kenan-flagler.unc.edu/executive-
development/about/~/media/C8FC09AEF03743BE91112418FEE286D0.ashx, accessed January 26, 2015.
48
Final Word
http://www.himss.org/ValueSuite
• Staff Engagement
• Coaching
• Collaboration
• Business
Communication
• Performance
Value Suite STEPS™: Satisfaction
• Attrition
• Time-to-fill
• Recruitment Costs
• Staffing Gaps
• Loss of Knowledge
49
Santosh Mohan, MMCi, CPHIMS
Health Care IT Industry Analyst
LinkedIn: www.linkedin.com/in/santoshmohan
Twitter: @santoshSmohan
Q&A and Contact Information
50
What type of assistance does the mentee want from the mentor?
What expectations does the mentor have of the mentee?
What expectations does the mentee have of the mentor?
How often will you meet?
When and where will you meet?
For how long will you meet?
Who will be responsible for scheduling the meetings?
What will be the ground rules for your discussions?
If problems arise how will they be resolved?
Any concerns the mentee wants discussed and resolved?
Any concerns the mentor wants discussed and resolved?
How will you know when the mentoring relationship has served
its purpose/terminate?
We have agreed that our initial meetings will focus on these
three topics:
1.
2.
3.
Any additional area/issues you want to discuss and agree to?
Partner Signature: Date
Mentor Signature: Date
Appendix I: Mentoring Contract
Source: Marx, E. (2015, January 23). Email interview.
51
Appendix II: Book Recommendations
IMA
GE
CR
ED
IT: H
AY
DIN
SH
AW
IMA
GE
CR
ED
IT: A
MA
ZO
N.C
OM
; IR
A W
OLF
E
52
IMA
GE
CR
ED
IT: A
MA
ZO
N.C
OM
; JA
SO
N D
OR
SE
Y