Workforce Shortage: How Hiring Practice and

Agency Culture Can Impact Your Bottom Line

Presented by

Joel Cullum

P.O. Box 1848

Bristol, TN 37621

(423) 764-4127

Fax: (423) 764-5869

web site: www.sescomgt.com

e-mail: joel@sescomgt.com

© SESCO Management Consultants

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Workforce Shortage: How Hiring Practice and

Agency Culture Can Impact Your Bottom Line

Introductions

A little bit about me – Joel Cullum, SVP

A little bit about SESCO …

Overview of Program…

National and State Crisis Overview

Setting the Standard for the Culture of your Organization

Recruitment and Retention of Quality Workers

Competitive Wages

Implementing Professional Training & Development Program

Engaging Workers to Increase Morale/Motivation and Retention

Home Health-care System is in Crisis

A startling 75 percent of Americans over 65 live with

multiple chronic health conditions, ranging from diabetes to

dementia.

The nation’s strained health-care system is trying to keep

sick seniors out of hospitals, assisted-living facilities and

nursing homes and instead have them cared for in their

homes.

The U.S. spent an estimated $103 billion on home health

care last year, according to the Centers for Medicare &

Medicaid Services.

Overall employment of in-home aides is projected to grow

41 percent from 2016 to 2026 — translating to 7.8 million

job openings.

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Home Health-care System is in Crisis

Home Care Industry Turnover Reaches All-Time High of

82%

22 States, Localities Raise Minimum Wage As Caregiver

Crisis Continues

Study: Immigration Crackdown Could Hurt Home Health

Immigration ‘Pathways’ Vital to Home Care Industry’s Future

Immigrants play big role in caring for elderly and disabled in U.S

US Bureau of Labor Statistics

Home Care Agency Challenges

Undefined or misaligned culture

Workforce shortage

Low or Non-Competitive Wages

Poor value or lack of benefits

Inconsistent work schedules

Lack of personal or professional development

opportunities

Lack of “belonging” or appreciation

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Setting the Professional Culture of Your

Organization

Professional Culture is Key

Line of Sight

Mission, Vision, Values and Goals

Culture of Agency

Become an Employer of Choice

Central Concepts

1. Culture = Behavior

2. Culture Is Learned

3. Culture Is Learned Through Interaction

4. People Shape The Culture

5. Culture Is Difficult To Change

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Culture is Defined…

Culture has been defined as

"the specific collection of values and norms that

are shared by people and groups in an

organization and that control the way they

interact with each other and with stakeholders

outside the organization.”

Organizational values are beliefs and ideas about what kinds of

goals members of an organization should pursue and ideas about

the appropriate kinds or standards of behavior organizational

members should use to achieve these goals.

From organizational values develop organizational norms,

guidelines or expectations that prescribe appropriate kinds of

behavior by employees in particular situations.

4 Keys to Changing Culture

Mirror mirror. Talk honestly. Face the truth. Enable people to

see that a change has to be made. (360 reviews are a great tool

to see where you are at)

Create trust through transparency. Find ways to build a culture

of trust so that people will entertain the plan for change. For

example, share financial data, good and bad, within and across

groups.

Invert the organizational pyramid. Make support functions and

executives accountable to the frontline workers, rather than the

other way around.

Recast the CEO’s role. Transfer the ownership of change from

the office of the CEO to employees. Allow the CEO to ask as

many questions as he/she answers.

Health Care as a Challenging Work

Environment

Comparison of three national random sample

surveys of RNs, areas identified as affecting

nursing satisfaction were:

Opportunities to influence decisions about

workplace organization

Recognition of accomplishments and work well

done

Opportunities for professional development and

advancement

Opportunities to influence decisions about patient

care

Copyright © 2014 by Mosby, an imprint of Elsevier Inc.

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5

Health care challenged to become the

employer of choice for the younger generation

Expectations of the younger generation:

Opportunities to gain advanced training,

education, and certification

Ongoing coaching and feedback about

performance

Manager to take a personal interest in them

Assistance to build a competitive portfolio

Comfortable with technology and excel at

multitasking 13

Work Environment

Work Environment

Most common reasons for turnover

Insufficient supply of qualified managers and

experienced staff

Other career prospects

Workload and inappropriate staffing

Lack of connection to a larger purpose

Lack of appreciation

Lack of pay, benefits and other “pluses”

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Work Environment

Nine elements of healthful work environment

Collaborative practice culture

Communication-rich culture

Culture of accountability

Presence of adequate numbers of qualified nurses

Presence of expert, competent, credible, visible

leadership

Shared decision making at all levels

Encouragement of professional practice and continued

growth/development

Recognition of the value of employees' contribution

Recognition of care providers and nurses for their

contribution to practice 15

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Engagement and Retention

Overview

Engagement and Retention

Solid HR Screening Practices

Accountable Leadership

Communication

Performance Management

Morale and Recognition

Training and Development

Recruitment and Retention Trends

Recruiting and retaining qualified workers has long been a challenge in

the home care industry, especially as demand rises with America’s aging

population.

Not enough of a labor force to satisfy client demands, more noncompete,

non-solicitation and direct hire provisions to come

Stricter immigration policies rolled out by the Trump administration are

among the reasons staffing wars could get uglier, as a significant portion

of home care workers are foreign-born individuals.

The projected cost of hiring and training a new caregiver to fill a

vacancy: about $2,600, according to research firm Home Care Pulse.

All signs point to the labor crunch persisting — or worsening — in 2019.

Home care agencies should expect more aggressive poaching of workers

and legal issues to crop up as agencies clamp down with noncompete and

other contract provisions.

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Recruitment and Retention Trends

Wage pressure from companies competing for low-wage workers on the

tight labor market is another reason. Online retail giant Amazon (Nasdaq:

AMZN), for instance, increased its company-wide minimum wage to $15

an hour in 2018. That’s undoubtedly going to sway some home care

workers away from their often demanding, stressful jobs.

At least 18 states began 2018 by raising their minimum wages, according

to the National Conference of State Legislatures.

As one solutions to staffing troubles, home care agencies will specifically

target retirees as potential employees, while also drawing from labor

pools that have previously gone untapped. FirstLight Home Care has

already targeted retirees as potential employees — between 18% to

20% of its workforce is currently over 65 years old.

US Bureau of Labor Statistics

Source: BLS.gov – National Home Care Statistics

US Bureau of Labor Statistics

Source: BLS.gov – National Home Care Statistics

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US Bureau of Labor Statistics - TN

Title Base 2016 Projected

2026

% Change Annual

Openings

Home

Health/

Personal Care

Aide

6,330 9,470 49.6% 1,190

LPN 23,900 28,150 17.8% 2,250

RN 58,250 69,280 18.9% 4,320

Estimated Costs of Selection

Mistakes

Cost Factor

Cost Formula:

Salary x Estimate of Expense Amount

Inefficiency/customer

costs prior to the person

leaving the job.

$25,000 x 10% of salary = $2,500

Inefficiency/customer

costs while a replacement

learns the job.

$25,000 x 10% of salary = $2,500

Cost of new hires,

recruiting fees, inter-view

travel, etc.

$25,000 x 5% of salary = $1,250

Indirect costs such as low

morale, loss of customers,

abuse of equipment,

frustration, etc.

$25,000 x 10% of salary = $2,500

Advertising/Newspapers

Grab the reader’s attention!

Run the ad for several days

Sell the candidates on your

job

Advertise in trade journals or

related materials

Employment Referrals

Communicate qualifications

to all employees

Incentive program

Job Posting

Opportunity for career growth

and advancement

Employment Services

Tap in to local job market

Move quickly

Personal Networking

Professional organizations

Speak at local nursing

schools

Participate in local job fairs

Sourcing Candidates

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What to look for on an application

Behavioral interviewing

Reference checking

Background investigations

Screening Tools

What to Look for on an Application

Wages earned/Lack of Salary

Education

Personal References

Employment dates

Reasons for leaving previous jobs

Lack of progression in job duties/responsibilities

Criminal record

“Asking the right questions

takes as much skill as giving

the right answers.”

-Robert Half

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The Behavioral-Based Interview

System

Open-Ended Questions

Interviewer

“Tell me about the time when…”

“Give me an example of…”

“Describe a situation in which you…”

Closed-Ended Questions

“Are you attentive to details?”

“Are you willing to work hard?”

“Are you good with people?”

“Are you a positive thinker?”

Candidate’s Responses

“When I was…”

“Three years ago…”

“I remember when…”

“I once had an experience.”

“My work in that area…”

“I once had a guy working for me…”

“Once in an emergency I…”

Candidate’s Responses

“Yes”

“No”

Behavioral-Based Questions

Interview Model

Rapport Building

Ask open-ended questions about the past

Tolerate interview silence

Take notes

Seek contrary information

Control the interview

Probe – get specific examples

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Asking Questions Off the

Application or Resume

Common red flags

“Rounded off” dates; for example “1987”, rather

than September, 1987.

Non-specific educational information.

Reasons for leaving past jobs.

Lack of salary progression.

Lack of progression in job duties/responsibilities.

Gaps in employment history.

Overly vague/general job duties or job titles

The Behavioral Interview-

A New Format

Step 4- Conduct Interview

Build rapport

“First, I’d like to ask you some questions so I can know

more about you.”

“Then, I’ll tell you about the job.” (Always do this after

you have learned about the candidate. You do not want to

tell the applicant you are looking for any candidate.)

“Next, I’ll give you an opportunity to ask any questions

you might have.”

“Finally, we’ll talk about the possible next step.

The Behavioral Interview-

A New Format

Control the interview “First, I’d like to ask you some questions so I can know

more about you.”

“Then, I’ll tell you about the job.” (Always do this after

you have learned about the candidate. You do not want to

tell the applicant you are looking for any candidate.)

“Next, I’ll give you an opportunity to ask any questions

you might have.”

“Finally, we’ll talk about the possible next step.”

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The Behavioral Interview-

A New Format

Step 5- Evaluate Behavior

Use reliable behavior

Rate skills

Match the person to the job

Behavioral- Based Interviewing

The behavioral based interview does not: Make a snap judgment about the candidate

Do all the talking

Lead the candidate by suggesting what answer is desirable

Accept general answers

“Telegraph” to the candidate what is being looked for

Rely on memory instead of notes

Make decisions based on intuitions or gut feelings

Allow biases or stereotypes to influence ratings

Refer to sex, race, religion, color, national origin, age, or disabilities

Six Things Not to do in an Interview

Don’t talk too much

Don’t tell them too much about your needs

Don’t withhold approval or create stress

Don’t do it all yourself

Don’t be too quick to judge

Don’t try to remember everything

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Reference Checking

Don’t delay

Be cautious of written references handed directly

to you by the candidate.

Speak with the former supervisor of the applicant

if possible.

Call most former employers.

If possible, get references by phone, not by mail.

Background Investigations

33% of job applicants falsify employment

applications.

$15-$25 billion a year is lost to employee theft.

The workplace is the scene of approximately 3.2

million crimes and thefts every year.

Leadership

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Leadership – 3 Accountability

Guiding Principles

Long before leaders can develop plans for getting others to

take on more responsibility and ownership for their work, they

must set the foundation of accountability using these 3 guiding

principles:

1. Clear and concise communications. A clear message

helps people know what’s expected and how to make the right decisions.

2. Compelling consequences. Focus on consequences that

produce positive outcomes, not consequences focused on punishing for doing

something wrong.

3. Culture of accountability. Leaders set the tone for cultural

norms. Mastering conversations that encourage accountability is how leaders exert

a powerful influence on positive cultural change.

Accountability is more of a leadership problem then an employee

problem.

Accountability is usually viewed as something negative that happens

when things go wrong or as a punishment for mistakes.

Whenever people blame other people, places and things; you have an

accountability problem.

Blame inhibits corrective action and undermines learning.

Negative accountability never works over the long term.

Accountability should be viewed as a powerful, positive and enabling

principle that provides the foundation to build both individual and

company success.

It is only when you build a culture of positive accountability that you

have people who can and will achieve game-changing results.

Do You Agree?

Leadership Communication

As a leader, everything you say and do takes on a greater

meaning.

Your responsibility lies in using the power of your words and

your actions to influence behaviors that bring about the right

business results.

How you handle mistakes, blame, feedback and credit goes a

long way to setting the stage for accountability.

Nothing is more important than consistently delivering your

core message to employees.

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Keys to Successful

Performance Planning for Leaders

Being able to describe the job and its

importance to the organization

Establishing clear Performance Expectations

with measurement criteria

Identifying skills and resources needed to be

successful in the job

Setting priorities

Reviewing with employee to check for

understanding and commitment

Building Trust with Employees

You build trust when you communicate your genuine

interest in people and their needs.

While there are many factors that contribute to our

perceptions of trustworthiness, here 3 key traits that you

should focus on:

Character. Studies consistently cite honesty as the #1 attribute of effective

managers – consistently doing what they say they’ll do.

Competence. Your managerial competency should not be measured by your

technical skills, but by your ability to understand and influence people.

Caring. The most neglected trait is the ability to show you care. Employees

want to feel they matter and their bosses actually care about them as people.

Only when these three traits are in place can employees

reciprocate with trust.

Building Trust with Employees

To improve your connection to your people and build trust, try

these techniques:

1. Walk around. Walk around each day to touch base with individual

contributors to our company’s success.

2. Capture vital statistics. Learn about each employee’s life: spouse’s

name, children’s names and ages, major hobbies, etc.

3. Find what drives them. Explore each person’s guiding motivations.

4. Ask for ideas and feedback. Trust must already be established for

people to be openly honest with you. Acknowledge that you have heard them and

will think about what they have said.

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Top 10 On-the-Job Needs

1. To do interesting, challenging work in which they can

assume some responsibility.

2. Recognition for good work. Oral and tangible

recognition is often more important than pay increases.

3. To work with managers and supervisors who treat them

with respect.

4. To have the chance at developing new skills. Employees

want the opportunity to advance and grow into more

skillful people.

5. To work with managers who listen and appreciate

employee ideas on how a job can be done better, more

productively, or more safely.

Top 10 On-the-Job Needs

6. A chance to think for themselves rather than just carry out

ridged instructions from their boss.

7. To see or know the “end results” of their work.

8. To work with managers and supervisors who are committed,

dedicated, and supportive.

9. To know what is going on. Today’s employee wants to know

how well the company is doing in the problems and challenges

facing their employer.

10. To feel good about working for their employer. They want to

have pride in their contribution to the company’s success.

Employee Relations for

Morale and Retention

Employee Relations Tools

Employee Recognition and Award Programs

Employee/Supervisory Opinion Surveys

Open Communication

50 Morale Boosters

Compensation

Basic Compensation Philosophy

Other Compensation Tools

Workplace Enhancements

Meaningful New Hire Orientations

Mentor/Proctor

Timely Performance Appraisals

Supervisory Training and Career Enhancement Programs

Improved Benefits

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Employee Recognition and Award

Programs

Length of Service Awards

Spot Awards

Note Worthy Performance Awards

Peer Recognition Awards

Tips for Starting an Employee

Recognition Program

Identify the decision makers. Specify who the decision maker

will be.

Think about your organization. What is its management style

in dealing with employees? What is your culture? How trusting

are employees as management?

Determine the program’s objectives. Think through why and

how this Employee Recognition Program will benefit your

organization. Be clear about the types of performance and

behaviors you are trying to encourage.

Define eligibility criteria. Clearly define all those who would

be eligible for recognition award programs.

Tips for Starting an Employee

Recognition Program

Timing. Determine the timing for the award. The purpose of

the award should drive the timing.

Decide how to communicate the recognition.

Maintain flexibility. Be prepared to change and modify the

Employee Recognition Program as circumstances warrant.

Communicate with supervisors.

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Employee/Supervisory Opinion

Survey

Review the organization from its most important

perspective --

the employees.

Open Communication

Hold 50/50 meetings

Work side-by-side with employees

Conduct exit interviews

Listen to your employees

Advantages of a Developed

Compensation System

Provides a fair and equitable basis of policies and

practices for the optimizing of good employee

morale.

The assurance that wage and salary opportunity is

maximized to best compete in the marketplace, while

at the same time confirming that expenditures are

fiscally responsible.

That appropriate return from monies expended is

confirmed with effective and supportive employee

performance appraisals.

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Compensation as a Retention Tool

Recipients of a compensation system that readily explains the

job duties, standard performance, and compensation

opportunity available to them.

They have knowledge, confidence, and belief that their

employer has a credible and equitable system of compensation

administration and performance evaluation.

They project a high degree of job satisfaction and self-esteem

as derived from the psychological and monetary rewards to

good job performance.

They understand that every effort is being made to provide the

best in long-term opportunities expressed to them, other

employees and the organization.

Compensation as a Retention Tool

Pay is tied to reimbursement and both are

inadequate for this important career

Starts a local level with legislation

Agencies need to reduce pay inadequacies

Remember Equal Pay Act

Market Survey

Fair and Consistent application of practices

Benefits

Steps in a Compensation Program

(1)

Conduct

Job

Analysis

(7)

Merge Existing

Staff Into

Program

(4)

Establish

Labor

Grades

(3)

Conduct

Job

Evaluation

(2)

Develop

Job

Descriptions

(5)

Conduct Area,

Regional, or

National Wage

Survey

(6)

Create Salary

Progression

Schedules

(8)

Reduce The

Process To

Writing

Implement

The

Program

(10)

Conduct

Performance

Appraisal

Training

(9)

Introduce to

Supervisors

and

Managers

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Workplace Enhancements

New Hire Orientation

Supervisory and Employee Training

Timely Performance Appraisals

Improved Benefits

Community Education

New Hire Orientation

“First impressions last a lifetime.”

Include the following:

Company mission, vision, and values and Corporate culture

Organizational structure and leadership team intro

Mandatory new-hire paperwork

Overview of benefit plans

Administrative procedures (computer logins, extension, email setups, etc.)

Key policies and procedures

Manager Expectations

Company Systems i.e. employee recognition, employee events etc.

Job Description and Performance Metrics

Education on ways to stay engaged and productive at work

The “Buddy” System

Develop an Employee On-the-Job Training Program.

Mentorship

Preceptor

Apprentice Program development

Engagement – Big Picture

Accountability in the workplace?

• Gallup Study – 47,000 employees in 120 countries

around the world

11% of workers worldwide are engaged (emotionally connected to their

workplace and feel they have the resources and support they need to succeed)

62% are not engaged (emotionally detached and likely to be doing little more than is necessary

to keep their jobs)

27% are actively disengaged (they view their work-places negatively and are liable to

spread that negativity to others)

Does your organization set the tone for positive accountability?

Are leaders in your organization accountable to the employees?

Do employees trust your top management?

Are employees given credit for their successes more than they are held

accountable for their errors?

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Challenge Your Organization:

Is there a formal training program besides

monthly in-services?

What types of training do you currently offer?

What has been the successes and challenges?

Do you have a career path process in place?

Components of a Successful Employee

Learning Experience

Training and Development vital to sustainability of organization and

retention of staff/management

Successful learning experience is based on the following:

Training or development program goals are clear

Employee involvement to determine the KSA’s to be learned

Participative activities during the learning process

Employee work experiences and knowledge are used as a resource

Practical/problem-centered approach based on real examples

Connect new material to employee's past learning and work experience

Behavior modeling and practice to reinforce content learned

Informal, safe and supportive environment

Employee is shown respect

Training must promote positive self-esteem

Employee Training

Develop a Formal Training Program for Employees:

Communication

Effective Problem Solving/Conflict Resolution

Emotional Intelligence/Empathy

Team building

Listening skills

Regulatory updates or required training

Technical Skill Set refresher courses

Can be internal or external

Don’t wait for the employee to ask!

Management to find opportunities for employees

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Supervisory Training

Develop a Formal Training Program for Leaders:

Can be internal or external

HR/Legal Updates

How to Screen and Hire

Leadership Accountability

Communication/Listening skills

Effective performance appraisals

Progressive discipline/Coaching and feedback

Team building

Regulatory updates

Technical Skill Set refresher courses

The Employee Training and

Development Process

Learning happens all the time whether or not you are

fully aware of it

Incidental learning

You have learned without really thinking about it or meaning

to actually learn.

Intentional learning

You engage in activities with an attitude of "what can I learn

from this?"

Employee development requires you to approach

everyday activity with the intention of learning from

what is going on around you

Training and Development

Responsibility

Employee training is the responsibility of the organization.

Employee development is a shared responsibility of management and the

individual employee.

Management must provide the right resources and an environment that

supports the growth and development needs of the individual employee

including:

A well-crafted job description

Provide training required by employees to meet the basic competencies for the job

Develop a good understanding of the knowledge, skills and abilities that the organization

will need in the future.

Look for learning opportunities in every-day activity.

Explain the employee development process and encourage staff to develop individual

development plans.

Support staff when they identify learning activities that make them an asset to your

organization both now and in the future

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The Individual Development

Planning Process

Prepared by the employee collaboratively

with the supervisor

Tie this back to the performance evaluation or nurse

visit/check in

A good individual development plan will be:

Interesting

Achievable

Practical

Realistic

The Individual Development

Planning Process

Step 1 - Self-assessment

Employee identifies his or her skills, abilities,

values, strengths and weaknesses Use the many self-assessment tools found on the internet or

work with SESCO to create tool.

Compare their knowledge, skills and abilities to those

identified in the job description

Review performance evaluations and nurse visit reviews

(performance evals are often used as the starting place for

developing individual development plans)

Ask for feedback from the supervisor

The Individual Development

Planning Process

Step 2 - Assess current position and work

environment

Employee assesses current requirements of position and

how the position and/or organization may change.

Consider: Identify the job requirements and performance expectations of current

position

Identify the knowledge, skills and abilities that will enhance ability to

perform your current job

Identify and assess the impact on your position of changes taking

place in the work environment such as changes in clients, programs,

services and technology.

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The Individual Development

Planning Process

Based on the analysis in Steps 1 and 2, use

an Individual Development Plan to answer the

following:

What goals does the employee want to

achieve in their career?

Which of these development goals are

mutually beneficial to the employee and

your organization?

The Individual Development

Planning Process

Step 3 - Identify development activities

Identify the best ways to achieve your development

goals. What methods will you use?

What resources will be required?

Step 4 - Put your plan in action

Review your plan with your supervisor for his or her input and

approval

Start working on your plan

Evaluate your progress and make adjustments as necessary

Celebrate your successes

Cost-effective Methods for Employee Training

and Development

On-The-Job Experience Opportunities

Committees

Conferences and Forums

Critical Incident Notes

Field Trips

Job Aides

Job Expanding

Job Rotation

Job Shadowing

Learning Alerts

Peer Assisted Learning

Stretch Assignments

Special Projects

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Cost-effective Methods for Employee Training

and Development

Relationships and Feedback

Coaching

Mentoring

Networking

Performance Appraisal

Classroom Training

Courses, seminars, workshops

Off-The-Job Learning

College classes

Professional Associations

Reading Groups/Circles

Self-study

Become and Employer of Choice

Employees choose to work for that employer… when presented with other choices

of employment.

This choice is a conscious decision–or series of decisions–made when joining

an organization and when deciding to stay with that organization. The

deliberate choice even influences productivity, as employees choose to do

what it takes to make their employer successful.

Today’s workers have choices, more so than ever before in history. Everyone has a

wide range of choices of occupation, employer locale, industry, and work

arrangements.

Our strong economy, which economists tell us will last until at least the later part

of the first decade of the 21st century, ensures that we’ll continue to have an

abundance of employment opportunities.

In this seller’s market, workers will make clear decisions about where they will

work, why, and for how long.

Become and Employer of Choice

Along with a Marketplace Comparative Analysis and a Benefits Review, there are

7 domains/practices that are evaluated:

COMPONENT 1: THE APPLICATION

1. Organizational Culture

2. Leadership

3. Care of People

4. Growth and Opportunity

5. Human Resources Processes

6. Job/role/process design

7. Growing the next generation Recognition standards

Your organization must have “leading edge” business practices and initiatives in

progress, which represent “best practices” in business.

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Become and Employer of Choice

COMPONENT 2: THE MANAGEMENT AND STAFF ASSESSMENT

Consider completing a comprehensive business practices assessment (survey),

which will allow for a standardized quantitative analysis of their results.

There are eight core domains that should evaluated for measured feedback. The 8

core domains/practices include:

1. The Company

2. Organizational Culture

3. Leadership

4. Care of People

5. Growth and Opportunity

6. Meaningful Work

7. Compensation and Benefits

8. Making a Difference

Become and Employer of Choice

COMPONENT 3: THE FINANCIAL AND HUMAN CAPITAL ASSESSMENT

Calculation of turnover rates will be performed based on all full-time equivalents,

defined as personnel working 35+ hours per week, including executive,

management, and non-management personnel.

At a minimum, it is recommended that all participants measure their financial and

human capital numbers on a quarterly basis and plot their findings on a run or

control chart. More frequent measurement is encouraged.

The following financial and human capital measurements will be used:

Revenue Per Employee Growth: The growth of revenue over the last two years. 2.

Turnover Rate Compared to Industry Average: The rate at which FTE’s

voluntarily leave the organization compared to your industry’s national average.

Training per Employee: The average yearly amount spent on training for each

employee

Workforce Retention per Employee: The average yearly amount spent on

workforce retention (WFR) for each employee

Training as a Percentage of Total Payroll: Percentage of payroll spent on training

Program Conclusion

“Thank you for your attention and participation”

Joel Cullum

Joel@sescomgt.com

423-764-4127