<p><img src="//relias.innocraft.cloud/piwik.php?idsite=2&amp;rec=1" style="border:0;" alt=""> The Home Care and Home Health Edge – Part II: Hiring for the “It” Factor
By | October 9, 2018

After reading the first of this blog series, you should be well on your way to sourcing candidates. But now that you have them, which ones do you hire? Do you hire many and expect turnover from a few? How will you screen the candidates and make the selection? If the extent of the interview is “are you willing to work evenings, weekends, and late night shifts?” then, there are opportunities to enhance your recruiting and hiring process to increase employee retention in the role.

The Role of “Purpose Making”

In hiring for retention, there is an often under-valued skill – purpose-making. “Purpose making” is the ability to connect tasks, both large and small, to a greater purpose/meaning that intrinsically motivates an employee. In Dan Pink’s Drive, he outlines that intrinsic motivation stems from autonomy, mastery, and purpose. For purpose in specific, he outlined that people may become disengaged if they don’t buy in to a bigger picture or feel like they cannot contribute to that bigger picture.

This concept is further supported by Yale Professor Amy Wrzesniewski, whose research explores job-crafting and outlines the ability to find meaning in work. She mentioned in a NPR podcast how hospital cleaning staffs’ interpretation of their work not only affected their output, but also affected their interpretation of the job. Some of the janitors she interviewed saw the entire room as the domain of their job. As a result, they would make sure to keep the ceiling clean, a section that’s easily overlooked by everyone — except the patient, who might naturally be spending a lot of time staring at that ceiling. How people cognitively frame their job has a direct impact on how much they like their job and find purpose/meaning in it. For example, a CNA cleaning a bed pan might see herself as the first line of care. Now, she’s not just cleaning a bed pan, but rather viewing herself as the first line alert system, checking the bed pan for anything that may need to be escalated to a nurse.  This mindset shift changes not only how the CNA may see herself, it changes her attitude and behavior towards seemingly trivial tasks.

A 1994 Harvard Business Review article called “Putting the Service-Profit Chain to Work” summed up the importance of purpose-making with a beautifully wrapped phrase – “the importance of the mundane.” The article goes on to explore how outstanding service organizations recognize that frontline staff and customers must be a focus of management. In fact, the article concluded that revenue and profit growth in a service business begins with employee satisfaction. With this in mind, you might see why other home health organizations, like yours, are investing in employee wellness and professional development to keep employees engaged, therefore reducing turnover.

Mining for Gems

Once you’ve identified the talent pool, how do you screen them for this “hidden characteristic” of purpose-making? How do you separate the guy who pushes a mop around from the ceiling-cleaning janitor? While there is no hiring crystal ball, using tools like pre-hire assessments can help you target your interview questions to specific candidates in order to use the interview time more effectively. Conversely, engaging with employees in job-crafting and purpose-making can not only shift individual employee attitude, but also shift organization culture. When you hire and develop people who create meaning and purpose in their work, not only are you investing in the company culture, you are building employees who are brand ambassadors and will help to differentiate your organization from others.

front line through c level white paperStruggling to figure out how to keep your employees engaged? You might be interested in learning more about how assessments can stimulate staff development, helping not only your employees, but also outcomes and the bottom line. Read the white paper, Front-Line to C-Level: Using Assessments for Employee Development, to learn more.

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