Recruitment And Retention Of Talent In Healthcare

Recruitment And Retention Of Talent In Healthcare 30 September – 3 October 2012 Practical strategies for winning the war for healthcare talent

Radisson Royal Hotel, Dubai, UAE

Top 5 Learning Objectives 1. Learn the ‘Six Steps Methodology’ for developing an integrated healthcare workforce plan that forecasts future staff needs and delivers a practical plan of action to meet those needs 2. Use employer branding to enhance your attractiveness to healthcare staff, increase job applications and decrease staff turnover 3. Adopt better recruitment and selection methods that will assure your organisation is getting the competencies it needs to deliver first class patient care 4. Stay competitive by benchmarking salary and benefits packages against other progressive healthcare organisations and systems 5. Use succession planning to identify and fill the critical roles and positions that are too important to leave vacant

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Recruitment And Retention Of Talent In Healthcare 30 September – 3 October 2012 • Radisson Royal Hotel, Dubai, UAE Meet Your Expert Course Leader

Course Overview

B Benedict Stanberry is a healthcare management cconsultant, lecturer, author and coach with extensive eexperience of providing education and development pprogrammes for many of the Middle East’s leading hhealthcare organisations in both the public and private ssectors.

Originally trained as a lawyer, Ben received a LLB with honours in 1995 and a LLM in 1996, both from Cardiff University – one of the prestigious ‘Russell Group’ of leading British universities. Immediately upon graduation, Ben was appointed as one of the youngest ever faculty members of both the university’s law school and business school, where he quickly developed his engaging and facilitative training style. He specialised in medical and healthcare law and was named Welsh Lawyer of the Year in recognition of his advocacy, teaching and advisory work with the National Health Service in Wales.

Following a move to management consulting in 2001, Ben worked with numerous public and private sector organisations – including the UK Ministry of Defence, Department of Health, LogicaCMG, Capgemini and Sanofi Avensis. During this time he also served as the interim chief executive of a Brussels-based NGO that represented the Ministries of Health of the member states of the European Union.

In 2006, Ben briefly became a familiar face to millions in the UK when he beat over 10,000 applicants to become one of the stars of the BBC business reality show ‘The Apprentice’ after having fought a successful three year battle with advanced cancer, from which he was given only a 30 percent chance of survival. Later that year, he was elected as a Conservative Party politician in south west London where his responsibilities included overview and scrutiny of the delivery of healthcare services in the capital. He was also appointed General Counsel and then Commercial and Legal Director of one of the UK’s leading private healthcare providers.

The need for healthcare talent in the Middle East is greater than ever. The region is in the midst of an unprecedented healthcare boom – on healthcare construction projects alone investments in the Gulf have reached $14 billion and the sector as a whole is forecast to grow five-fold to be worth $60 billion by 2025 (Source: Middle East Executive, September 2010).

Yet talent management in the region’s healthcare sector is already in crisis. There are critical shortages of clinical leaders, high staff turnover rates and serious difficulties in finding and holding on to physicians, nurses and managers who have more attractive options in other regions. If ever there was a ‘Perfect Storm’ in talent management, it is most acute in healthcare in the Middle East. Now, more than ever, healthcare organisations that want to perform and compete at a high level in the region’s healthcare economy need to recruit and keep top staff in a marketplace where turnover is high and qualified talent is scarce.

Course Methodology This course from IIR will show you how to introduce appropriate hospital-wide talent recruitment, retention and management plans.

You will learn how to design, implement and sustain such plans through a mixture of classroom-based lectures, real life case studies and peer-to-peer collaboration. Over four days you will hear genuine thought leadership and develop practical solutions that will be essential if your healthcare organisation is to maintain exceptional standards of patient care through better workforce management and emerge as a winner in the region’s war for healthcare talent.

Who Should Attend?

In 2008, Ben was awarded an MBA scholarship by Henley Business School, which is consistently ranked among the top 20 schools worldwide by ‘The Economist’ magazine.

This course will benefit anyone who is involved in decision-making that affects how their healthcare organisation finds and keeps staff, including –

Ben is a Fellow of the Royal Society of Medicine and a Member of the Institute of Directors and the Institute of Healthcare Managers. He is a regular speaker on healthcare management issues at both national and international conferences.

• Executives and strategists from organisations that own or operate healthcare facilities: including public and private sector healthcare providers, oil & gas companies and the armed forces

• Policy-makers and planners from healthcare ministries and authorities

• Hospital directors, executives and managers • Owner-managers of independent hospitals, clinics and practices

Would you like to run this course in-house?

• Medical directors, heads of departments and senior clinicians • HR directors, managers and co-ordinators

The in-house training division of IIR Middle East Tel: +971 4 407 2624 • Email: CTS@iirme.com www.iirme.com/cts

+971 4 335 2437

+971 4 335 2438

register@iirme.com

www.iirme.com/healthcaretalent

Course Timings Registration and coffee will be at 07:30 on day one. The programme will commence at 08:00 and conclude at 14:30 with lunch. There will be refreshment breaks at approximately 10:30 and 12:30.

Module 1 – Workforce Planning And The Healthcare Talent

those staff are really leaving. Many healthcare organisations believe family

Marketplace

relocation or a return to education is the reason most staff leave. Yet the top

Effective workforce planning enables healthcare organisations to assure they

reasons healthcare staff themselves give for quitting their jobs are a lack of

have a workforce of the right size, with the right skills, organised in the right

promotion opportunities, insufficient pay, feeling unappreciated and being

way and provided within a budget they can afford. But planning a healthcare

treated unfairly

workforce in the Middle East is complicated by our heavy reliance on a global

• Motivation and management – understanding what drives staff

healthcare talent ‘marketplace’.

performance

• Healthcare in crisis – what are the key challenges and how are

• Performance measurement vs. performance development – how do

progressive countries and hospitals responding to the shortage of skilled healthcare workers?

progressive healthcare employers motivate and reward staff?

• Total reward strategies – the (very surprising) truth about the link

• The global ‘marketplace’ in healthcare talent – where is healthcare

between reward and performance!

talent coming from, where is it going and why?

• The six steps methodology to integrated workforce planning – a tool for sustainable and evidence-based workforce planning in healthcare

Module 3 ‘Take Aways’ • A comprehensive evaluation and benchmarking of each delegate’s ‘Total Reward’ strategy – to compare your own

Module 1 ‘Take Aways’

organisation’s practices with those of other leading hospitals and

• Develop a workforce plan for your organisation using the ‘Six

health systems in the Middle East and to identify any changes

Steps Methodology’ – an easy to use tool developed by the UK

that are necessary to stay competitive

National Health Service to enable you to define the workforce you require, understand workforce availability, forecast future

Module 4 – Development And Succession Of Healthcare Talent

requirements and develop a plan of action

In Module 4 we examine the vital role training, development and learning

• Detailed case studies will be used to illustrate it’s benefits

play in enabling a healthcare organisation to grow and retain its talent, achieve its strategic goals and stay competitive. We look, in particularly,

Module 2 – Recruiting And Selecting Healthcare Talent

at coaching and mentoring as a means of providing effective on-the-job

The March/April 2009 issue of the journal Nursing Economics reported that

development and consider the challenges and benefits involved in facilitating

as much as 5 per cent of a hospital’s budget may go on paying for nursing

the learning and development of others. In the final session of the course we

turnover costs. In an industry that struggles mightily to find enough talent,

consider how succession planning can assure a seamless transition between

turnover among staff that the organisation needs to keep is not only pro-

managers in senior and important positions

foundly painful but potentially devastating: it erodes morale, reduces the

• The learning lifecycle – identifying learning needs, designing

quality of patient care and ultimately leads to cancelled admissions and ward

interventions, measuring their effectiveness

closures.

• Coaching and mentoring – the crucial role of the line manager

• ‘Employer Branding’ – using brand and reputation to improve

• Succession planning – the benefits and the potential pitfalls

recruitment and decrease staff turnover • Competencies – what progressive healthcare organisations are looking for in today’s workforce

Module 4 ‘Take Aways’ • Identify the key strategic roles and positions in your healthcare

• The ‘classic trio’ of application form, interview and references – why they don’t work and what you should be doing instead

organisation that are so critical to the smooth running of the organisation that they must be the subject of a succession planning exercise

Module 2 ‘Take Aways’

• Undertake that exercise, identifying the ‘pool’ of internal

• Examine the relative strengths and weaknesses of your

candidates for each vital role and creating a development plan

organisation’s brand and identify improvement opportunities that

for each of them

can enhance your organisation’s attractiveness to candidates, increase job applications and decrease staff turnover • Take away a plan for practical changes to your recruitment and selection processes that can reduce recruitment costs and deliver candidates that fit your organisation better Module 3 – Retaining Healthcare Talent A recent survey by Development Dimensions International, a HR consulting firm and Monster™, an online career site, found a huge discrepancy between the reasons healthcare organisations think their staff are leaving and why

+971 4 335 2437

+971 4 335 2438

register@iirme.com

www.iirme.com/healthcaretalent

Recruitment And Retention Of Talent In Healthcare 30 September – 3 October 2012 • Radisson Royal Hotel, Dubai, UAE FIVE WAYS TO REGISTER IIR Holdings Ltd. P.O Box 21743 Dubai, UAE

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DISCOUNTS AVAILABLE FOR 2 OR MORE PEOPLE CALL – +971 4 335 2483 E-MAIL – a.watts@iirme.com WEB BC4395 Event Recruitment And Retention Of Talent In Healthcare

30 September – 3 October 2012

Course Fee Before 15 July 2012

Course Fee Before 5 August 2012

Final Fee

US$ 3,895

US$ 4,395

US$ 4,695

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