{"id":9629,"date":"2013-02-19T06:00:00","date_gmt":"2013-02-19T12:00:00","guid":{"rendered":"https:\/\/trainingmag.com\/2013-training-top-125-chg-healthcare%ef%be%92s-rx-for-success\/"},"modified":"2020-12-17T14:49:32","modified_gmt":"2020-12-17T20:49:32","slug":"2013-training-top-125-chg-healthcare%ef%be%92s-rx-for-success","status":"publish","type":"post","link":"https:\/\/trainingmag.com\/2013-training-top-125-chg-healthcare%ef%be%92s-rx-for-success\/","title":{"rendered":"2013 Training Top 125: CHG Healthcare\uff92s Rx for Success"},"content":{"rendered":"

By Margery Weinstein<\/p>\n

Health-care facilities know they can count on CHG Healthcare Services to help them staff their workforce. So it\u2019s comforting to know that CHG\u2019s own employees can count on CHG, too. Enhanced new hire orientation and onboarding were just two of the ways the company fostered superior employee performance. With a rapid growth in revenues and people in recent years, CHG is ensuring its learning programs keep pace. Training technology investments were accompanied by attention paid to improving retention of new employees by focusing on employee engagement.<\/p>\n

Putting People First<\/strong><\/p>\n

In November 2011, CHG was in the midst of making a major training decision for its people: Should it send all new hires to CHG\u2019s corporate headquarters in Salt Lake City to attend Foundational Training, which traditionally was designed specifically for new sales hires? It would be expensive, time-consuming, and, some argued, potentially irrelevant. For CEO Mike Weinholtz, the decision came down to doing what was right according to the company\u2019s core values.<\/p>\n

\u201cCHG\u2019s defining core value is Putting People First,\u201d says Weinholtz. \u201cOur people are the most important part of our business. Our industry success is based on our culture of providing personal and professional growth opportunities in a people-centric atmosphere of respect, support, and fun. Putting People First is at the core of everything we do.\u201d<\/p>\n

Weinholtz decided that Putting People First meant investing in all new hires. Foundational Training provides orientation and skill improvement, but more importantly, it is an introduction to CHG culture. To maintain and improve the culture throughout CHG\u2019s offices across the country, every new hire now receives the same introduction to Putting People First.<\/p>\n

But there were still other new hire challenges to meet. \u201cTwo issues were evolving as we continued to expand our hiring to grow our business: getting new employees trained and successful quickly, and keeping them at the company during the often-difficult first two years of employment,\u201d says Senior Vice President Kevin Ricklefs. \u201cOur main business is heavily sales- and service-oriented, and these new Business Partners (non-sales support hires) did not have a clear picture of the sales and, therefore, the main function of the company,\u201d he says. \u201cIt was becoming increasingly difficult for the sales teams to rely on the Business Partner roles to ensure a quality CHG experience for our customers.\u201d<\/p>\n

To address this issue in 2012, CHG\u2019s employee orientation opened its extended sales training segment to all new hires whether or not they were in a sales or Business Partner (non-sales) role. All employees have participated in the half-day company orientation, but prior to the first quarter of 2012, only sales reps would go on to attend three-and-a-half days of orientation training on industry practices, sales skills, and general success principles. \u201cIn the last 12 months, 392 employees have graduated from the program,\u201d says Ricklefs. \u201cDue to continual upgrades and improvements based on employee and business feedback, the program continues to reach greater heights with an overall effectiveness score of 98 percent (2012 year-to-date).\u201d<\/p>\n

To address the second issue of retaining employees, the company\u2019s largest division launched the Creating Optimal Results Education (CORE) initiative\u2014a restructured approach to onboarding for sales and Business Partner (non-sales) new hires, encompassing training efforts for all first- and second-year new hires. (CHG received a 2013 Outstanding Training Initiative for this program; see p. 106 for more details).<\/p>\n

\u201cTo better meet the change in demand and outcome, we concluded that an organizational change in structure would be necessary,\u201d says Ricklefs. CORE is composed of four distinct branches, each serving different purposes: sales training (for new hires through their second month); Business Partner training (for new hires through their second month); leadership training; and continuing education (for those in their third to 24th month). Other specific 2012 CORE changes included: new hires keeping all new business found during their first month of training, which allows for earlier incentives and a more immediate sense of contribution to their team\u2019s financial goals, and a 40 percent increase in coaching for first- and second-year new hires.<\/p>\n

These changes made an immediate impact. In the first six months of 2012, first-year new hires each generated 15 percent more gross margin from January through December.<\/p>\n

Tackling Technology<\/strong><\/p>\n

CHG devotes resources each year to find new and innovative ways to engage its people in learning and promote growth and development, says Ricklefs. It does this in two ways:<\/p>\n

    \n
  1. \n\t\tMaking technological improvements to existing infrastructure<\/li>\n
  2. \n\t\tExploring new technologies to aid learning objectives<\/li>\n<\/ol>\n

    Technological improvements to CHG\u2019s existing infrastructure include a rebuild of an already state-of-the-art technical training lab. Trainers felt some incremental improvements could enhance the learning experience, so CHG redesigned the facility in 2012. Trainers now can teach from multiple areas of the room and more easily move throughout the rows to assist individual users. Updated screens now can be seen more easily by those in the back of the classroom, and individual desktop computers were replaced with laptops to allow more comfort and leg room for learners. Feedback from learners came quickly, mostly focusing on the improved comfort of the lab and the better interaction with the trainers.<\/p>\n

    Technology supporting CHG\u2019s leadership development program also was strengthened. \u201cTo help monitor and track the progress of our ever-expanding leadership development program, a more robust tool needed to be put in place,\u201d says Ricklefs. \u201cWhat started as a simple spreadsheet had evolved to a database and took one more step in 2012, as CHG\u2019s learning and development team worked with IT to build a custom tracking solution in SharePoint.\u201d Data collected includes 360-degree leadership feedback, training courses attended, and service effectiveness and engagement scores. Reports from the database are made available for individual and organizational leadership succession planning.<\/p>\n

    Minding Mentoring<\/strong><\/p>\n

    Structured programming and technology investment, no matter how impressive, won\u2019t help if employees are not able to effectively collaborate. To that end, CHG offers a mentoring program known as Partners in Performance. A five-person committee selects pairs, matching the mentee\u2019s desired goals (financial or analytical growth, vision, people skills, engagement, etc.) with mentors who have demonstrated competencies in those areas as defined by their 360-degree evaluations, engagement scorecards, team performance, and peer reviews. Matches are generally cross-divisional to avoid any bias or effect that an internal business relationship would have on the degree of openness between mentor and mentee. Mentors and mentees meet together at least one hour per month, with 70 percent meeting more frequently than the minimum requirement. Separate monthly meetings (e.g., all mentors meet collectively) are held to review select research on mentoring best practices and to ensure peer-to-peer accountability.<\/p>\n

    More than 40 leadership pairs have completed the six-month Partners in Performance program, with another 10 to 15 pairs anticipated to participate in each upcoming quarterly start date. Ninety-three percent of mentees accomplished the goals they set at the beginning of the program. Specific examples include: improving crucial conversations with their teams, setting more realistic expectations for self and team, building a better business plan, and developing a more strategic perspective.<\/p>\n

    Filling the Leader Pipeline<\/strong><\/p>\n

    To ensure its success is geared for the long term, CHG is actively preparing its future leaders. \u201cWith expected double-digit people growth year after year, the company\u2019s focus on Putting People First requires that the number of new leaders added to the leadership pipeline keeps pace at a double-digit rate,\u201d says Ricklefs.<\/p>\n

    CHG starts the leadership pipeline by identifying potential new leaders through a semi-annual 9-Box Assessment in which existing leaders review each of their employees based on current performance and 12-month potential. Those employees who are identified as being ready for additional responsibilities are provided professional development coaching and support to further their readiness.<\/p>\n

    Those specifically identified as potential leaders are scheduled for a Talent Inventory Profile (TIP) in which their leader and peers rate them in several leadership characteristics. The leadership candidate then completes the three-month Leadership Evaluation and Assessment Program (LEAP) and is introduced to the principles, practices, and challenges of leadership at CHG. This is both a pre-leadership preparation and self-selection program. Once an individual has progressed into a leadership role, he or she enters the 24-month CHG Leadership Onboarding Program. Combined, these early steps in leadership development have created an accelerated learning curve for new leaders, contributed to higher employee satisfaction and engagement ratings (more than 90 percent), and supported a low rate (less than 10 percent) of leader turnover, according to Ricklefs.<\/p>\n

    The company\u2019s comprehensive leadership development is paying off, Ricklefs adds. \u201cCHG anticipates a greater number of more prepared succession candidates and up-and-comers for the next level of responsibilities than traditionally would be available using a more limited selection and development method,\u201d he points out. \u201cOverall, this will provide a stronger candidate pool and a more effective employee base.\u201d\u00a0<\/p>\n","protected":false},"excerpt":{"rendered":"

    By Margery Weinstein<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"cybocfi_hide_featured_image":"","footnotes":""},"categories":[12],"tags":[16],"class_list":{"0":"post-9629","1":"post","2":"type-post","3":"status-publish","4":"format-standard","6":"category-magazine","7":"tag-feature","8":"magazine_issues-january-2013"},"acf":[],"yoast_head":"\n2013 Training Top 125: CHG Healthcare\uff92s Rx for Success<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/trainingmag.com\/2013-training-top-125-chg-healthcare\uff92s-rx-for-success\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"2013 Training Top 125: CHG Healthcare\uff92s Rx for 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