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Retaining CHC Staff  

Retention is an organization’s active effort to keep employees as part of the organization; it is the easiest and most effective method to maintain sufficient staffing.  Without an adequate retention strategy, healthcare organizations will fall prey to higher turnover rates, wasting time and money on recruitment.  Every staff member at a CHC is vital to the success of that organization; in order to retain highly qualified and motivated staff, create a retention plan to address the individual needs of each position, from front office to clinicians. 

Click below or scroll down to learn more about:
Recruiting for Retention
Creating a Retention Plan
Additional Considerations for Retaining Health Care Providers
Sample Retention Workplan 
If They Leave  
Additional Online Retention Resources

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RECRUITING FOR RETENTION

The best possible retention technique is a careful match of the candidate to the opportunity during the initial recruitment process. Careful attention to compatible backgrounds and personal goals will go far toward assuring that the new employee will feel at home and be easily integrated into professional and social settings.

For answers to Frequently Asked Physician Recruitment Questions, please click HERE.

For a step-by-step Physician Recruitment Plan, please click HERE.

For more Recruitment Tools, please click HERE.

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CREATING A RETENTION PLAN

A formal retention plan is necessary for every organization.  Consider assigning the task of creating and maintaining a formal retention plan to a qualified individual or a committee.  Begin by evaluating the organization; assess the organization and identify elements of your current retention strategy that work well and others that need improvement.  Use the “CHC Developed Resources” throughout this page to learn about successful retention strategies and tools being used by other CHCs. 

If your CHC is willing to share its retention strategies/tools,
please contact the CHAMPS Workforce Development & Member Services Director.

When creating an official retention plan, consider legal and regulatory issues, industry factors, the organization’s competition, and cultural influences, as well as the diverse interests of your employees.  Organizations can demonstrate the value they place on their workforce by addressing the diverse needs, interests, and values of their employees, as well as the needs of each individual position, in their retention efforts.  Be sure to consider the following topics when creating your retention plan: 

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Orientation
The first item to consider after hiring a new staff member is an excellent, pre-planned, and organized orientation to your organization in addition to the new hire’s department and position.  Set clear expectations, and your new hire will attain a sense of belonging to, and an understanding of, your health center.  Familiarize your new hire with the organization’s mission, vision, and values.  Provide an introduction to, and contact information for, peers and colleagues, and get your new hire actively engaged in his/her new responsibilities. 

For tips on Orienting New Staff, please click HERE.

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Culture of Engagement
According to the 2004 CHAMPS Region VIII CHC Recruitment and Retention Survey, an organization’s mission and services are the most important factors influencing an employee’s decision to stay with an organization.  (To download the 2004 CHAMPS Region VIII CHC Recruitment and Retention Survey, click HERE.)  Work environment is included as another top influencing factor.  Creating an engaging work environment in which everyone is connected to - and understands their role in achieving - the organization’s mission, is a very compelling retention tactic. 

Non profits can be more effective at recruiting and retaining staff
by focusing on their mission.

 --Todd Cohen
Stanford Social Innovation

Each employee has an important role to play in achieving the organization’s goals.  Share the mission, vision, and purpose/value statements with every employee and use them as motivating factors.  Consider tying components of individual job descriptions and evaluation tools to the mission so that each employee knows how their individual efforts contribute to a healthy and successful organization.  Individuals, teams, and the collective organization should all work together toward achieving organizational goals and success. 

As everyone actively engages in fulfilling the organization’s mission, a culture of engagement will evolve – a culture that revolves around performance, attitude, service, and vision.  A culture of engagement in turn leads to higher feelings of satisfaction, increased commitment to the mission and to the organization, and further engagement in the cause. 

Additional Resources:  Creating a Culture of Engagement

AON
Engagement and Culture: Engaging Talent in Turbulent Times
www.aon.com/human-capital-consulting/thought-leadership/talent_mgmt/article_engaging_talent.jsp

Entrepreneur
14 Management Do’s and Don’ts to Motivate Employees
www.entrepreneur.com/article/217801
How to Create a Success Culture
www.entrepreneur.com/article/217215

HR Ringleader
5 Ways to Influence a Culture of Engagement
http://hrringleader.com/2010/10/28/5-ways-to-influence-a-culture-of-engagement

Idea Connection
A Culture of Engagement
www.ideaconnection.com/open-innovation-articles/00127-A-Culture-of-Engagement.html

Keyzine
Employee Engagement
www.mkkey.com/keyzines/keyzine79.html

Lifework Strategies
2010 CHAMPS/NWRPCA Annual Conference session presentation slides
Five Dysfunctions of a Team
Four Stages of Team or Group Development

Northeast Human Resources Association (NEHRA)
Creating a Culture of Employee Engagement
www.boston.com/jobs/nehra/062308.shtml

Right Viewpoint
Employee Engagement: Leading the Way to an Engagement Culture
www.right.com/thought-leadership/e-newsletter/leading-the-way-to-an-engagement-culture.pdf

Stanford Social Innovation Review
Nonprofits Must Invest in Human Capital
www.ssireview.org/opinion/entry/1068

The Thriving Small Business
10 Ways to Create an Employee Engagement Culture
http://thethrivingsmallbusiness.com/articles/10-ways-to-create-an-employee-engagement-culture

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Communication
While creating your retention plan, consider the various methods your organization may use to communicate with employees.  Use communication in your retention efforts to:

There are many ways to not only communicate with employees, but to also allow employees to communicate with leaders.  Consider using focus groups, surveys, one-on-one or group breakfast or lunch meetings, bulletin boards, conflict resolution groups or mediators, email, listservs, newsletters, letters, memos, phone calls, conferences, interviews, reports, coaching, counseling, presentations, and staff meetings.  In the occurrence of personnel issues, an organization’s communication may need to include disciplinary actions and/or other guidance. 

CHC Developed Resources:  Engagement/Satisfaction Surveys
Following are engagement/satisfaction surveys developed and used by Region VIII CHCs to refer to as examples when developing or updating your own surveys. 

Colorado Coalition for the Homeless, Colorado
Staff Engagement Survey, 2011

Region VIII Community Health Center (Anonymous)
Annual Employee Survey, 2010

Salud Family Health Centers, Colorado
Employee Satisfaction Survey, 2010

CHC Developed Resources:  Stay Interview Process
Stay interviews are focused on individual provider job statisfaction. The following resource offers an explanation of the interview, an example of a stay survey, and a flow chart of the process.

Valley-Wide Health Systems, Inc., Colorado
Stay Interview Process, 2012

CHAMPS sends a special thank you to the Region VIII CHCs who have shared their surveys.
 If your CHC is willing to share an employee engagement/satisfaction survey,
please contact Workforce Development & Member Services Director.

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CHAMPS Archived Webcasts addressing Communication

Change for the Better: Creating Work Relationships that Work Series

Customer Service in CHCs Series

Managing Change: Empowering CHCs to Succeed Series

For information about borrowing archived webcasts and teleconferences,
please visit the CHAMPS Lending Library

For information about purchasing archived webcasts and teleconferences,
please visit the CHAMPS Electronic Media page. 

Additional Resources:  Communication

Employee Retention
Communication between Employee and Employer
http://retention.naukrihub.com/communication.html

HR.BLR.com
Effective Communication as Retention Tool
http://hr.blr.com/HR-news/Staffing-Training/Employee-Turnover/Effective-Communication-as-Retention-Tool

HR-Survey.com
Employee Satisfaction Surveys
www.hr-survey.com/EmployeeSatisfaction.htm

eHow.com
Employee Satisfaction Analysis
www.ehow.com/about_6678563_employee-satisfaction-analysis.html
Importance of Employee Satisfaction Surveys
www.ehow.com/about_6522122_importance-employee-satisfaction-surveys.html

Employee Survey Solutions
Employee Satisfaction Survey—Sample Survey Questions
www.employee-satisfaction.com/sample-survey-items.asp

National Association of Community Health Centers (NACHC)
NACHC Pulse
www.nachcpulse.com

SurveyShare.com
Employee Satisfaction Surveys—HR Survey Templates
www.surveyshare.com/templates/employeehumanresources.html

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Compensation
Determining the appropriate salary range for each position is a complex task; refer to available salary surveys at the local, regional, and/or national levels, and consider working with state or regional Employer Councils for relevant compensation data.  Over time, consider increasing monetary compensation; many organizations find that incremental pay raises cost less than turnover in the long run. 

In addition to salary, traditional benefits like health insurance and 401K plans add significant value to your compensation package.  If possible, also explore non-traditional benefits; for example, community health centers are fortunate to have access to various loan repayment programs for their health care providers.  Many organizations also find it beneficial to help recent college graduates with their debt obligations through student loan repayment compensation plans.  Consider giving employees a breakdown of the monetary value of their benefits package at annual evaluations to more greatly illuminate the worth of these benefits (Click HERE to download a sample Value of Benefits form).  Additional ways to customize the benefits portion of your retention plan include redesigning benefits to reflect family structures; offering flexible hours, work locations, and job sharing (refer to the Work-Life and Family Support section below); and paying adequate attention to promotional opportunities.

Additional Resources:  Compensation 

BMC Health Services Research
Effects, Design Choices, and Context of Pay-for-performance in Health Care
www.biomedcentral.com/content/pdf/1472-6963-10-247.pdf

CareerOneStop
Salary and Benefits
www.careeronestop.org/SalariesBenefits/SalariesBenefits.aspx

Community Health Association of Mountain/Plains States (CHAMPS)
2010 Region VIII Health Center Salary Survey
www.champsonline.org/ToolsProducts/PublicationsMedia/Publications.html#salary
Recruitment and Retention Surveys and Data webpage
www.champsonline.org/ToolsProducts/RRResources/RRSurveys.html
State Loan Repayment Program webpage
www.champsonline.org/ToolsProducts/RRResources/FederalStatePrograms/StateLoanRepayment.html
Value of Benefits--Sample Form
www.champsonline.org/ToolsProducts/RRResources/RetaininStaff/RetainingStaffDocs/SampleValueOfBenefitsForm-2011.xls
Salary Data, Compensation Structures, and R&R Data Archived Webcast
Online archive (through 12/05/13):  www.champsonline.org/Events/DistanceLearning.html#2012SalaryReport
CD archive (Volume 32):  www.champsonline.org/ToolsProducts/PublicationsMedia/ElectronicMedia.html#archived  

The Employers Council Utah
http://ecutah.org

The Journal of the American Dental Association (JADA)
Nationwide Survey of Work Environment Perceptions and Dentists’ Salaries in CHCs
http://jada.ada.org/cgi/content/full/136/2/214

Medical Group Management Association (MGMA)
Physician Compensation and Production Survey 2010 Report
www.mgma.com/store/productdetails.aspx?id=38993&kc=PHY11WE00

Montana Research and Analysis Bureau
Workforce Services Division
http://wsd.dli.mt.gov/service/rad.asp

Mountain States Employers Council, Inc. (MSEC)
www.msec.org
2010 CHAMPS/NWRPCA Annual Conference session presentation slides
Base Pay: An Overview

National Association of Community Health Centers (NACHC)
Health Center Salary & Benefits Report 2010-2011
http://iweb.nachc.com/Purchase/ProductDetail.aspx?Product_code=11_HC_COMP

National Network for Oral Health Access (NNOHA)
Survey of Health Center Oral Health Providers: Dental Salaries, Provider Satisfaction, and Recruitment and Retention Strategies 2010
www.nnoha.org/goopages/pages_downloadgallery/download.php?filename=14689.pdf&orig_name=nnoha_salary_survey_v12_on-demand.pdf&cdpath=/workforce/nnoha_salary_survey_v12_on-demand.pdf

North Dakota Department of Commerce
www.business.nd.gov

North Dakota Public Employee Association
http://nd.aft.org/ndpea

Society for Human Resource Management (SHRM)
www.shrm.org/Pages/default.aspx

South Dakota State Employees Organization
www.sdseo.org

Wyoming Business Council
www.wyomingbusiness.org/index.aspx

US Department of Labor
Wages
www.dol.gov/dol/topic/wages/index.htm

US Bureau of Labor Statistics
www.bls.gov/

World at Work
Benefits
www.worldatwork.org/waw/home/html/benefits_home.jsp
Compensation
www.worldatwork.org/waw/home/html/compensation_home.jsp

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Recognition
All organizations have some limits on their ability to increase monetary compensation, even for the most valued employees.  Luckily, one of the most effective ways to supplement compensation and enhance retention is through recognition.  Recognition leads to increased staff satisfaction, and satisfied staff members have fewer reasons to leave an organization.  Recognition increases staff morale, boosts confidence, and helps to fulfill a person’s fundamental desire for acknowledgement. 

Recognition programs are always at the core of a culture that values people.  Without recognition, employees are disconnected from company goals, attrition is a major concern, and a business environment can be chaotic.  With strategic recognition programs, employee responsibility and satisfaction become an integral part of a company’s success.  This leads to improved customer satisfaction, and in turn, improved financial position.

--Recognition Professionals International

Using a recognition program not only reinforces the organization’s values in regard to employee behavior and performance, but provides a structured way to show appreciation and provide positive communication of acknowledgement to employees.   

When designing a recognition program, allow staff to be involved in the process.  Being involved will allow employees to be connected to the effort; employees that feel they are appreciated and have meaningful opportunities to contribute are more likely to be loyal to the organization.  Give positive feedback when due and ask for suggestions.  Remember that recognition can be formal or informal, monetary or non-monetary; employees appreciate the value of both monetary and non-monetary rewards.  Create measurable goals so that success and the need for improvement are both obvious; then provide rewards/incentives for meeting the goals.  An environment of supported employee growth will support organizational growth.  Recognition can include: awards; event recognition (birthdays, anniversaries); cash; verbal praise; trophies; certificates; plaques; dinners; tickets, and many others.  Be sure to measure the impact of the recognition program and use the gathered information to improve the endeavor.

Additional Resources:  Recognition

About.com Human Resources
Employee Recognition, Rewards, Awards, and Thank You Ideas
http://humanresources.about.com/od/rewardrecognition/Employee_Recognition_Rewards_Awards_and_Thank_You_Ideas.htm

Employee Retention
Retention Bonus
http://retention.naukrihub.com/retention-bonus.html

Health Career Futures
Overview of Recognition as a Retention Practice Featuring the University of Michigan Hospitals and Health Centers
www.healthcareerfutures.com/1/135/files/RecognitionRetentionWithinHealthcare.pdf

Mountain States Employers Council, Inc. (MSEC)
2010 CHAMPS/NWRPCA Annual Conference session presentation slides 
Incentive/Bonus, Performance or Recognition: Finding the Right Solution for Your Organization

Recognition Professionals International
www.recognition.org

World at Work
Cash or Non-Cash Awards. . . and How Much is Enough?
www.worldatwork.org/waw/adimComment?id=35762&from=science_rewards

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Development and Career Opportunities
Most employees desire to grow and develop personally and professionally as a result of their career efforts.  When an organization invests in an employee, those individuals are encouraged to invest in the organization.  This effort begins with giving everyone the skills, resources, and tools they need for success, and continues throughout an employee’s career by allowing opportunities for continued training, professional development, and promotion.  Consider conferences, regional trainings, online learning, listservs, tuition reimbursement, training on new technology, on the job learning, leadership training, mentoring, internships, internal job postings, job advancement and promotions, career pathways, and succession planning. 

Additional Resources:  Development and Career Opportunities

Follow the links below to explore various continuing education and professional development opportunities described on the CHAMPS Website:

CHAMPS Clinicians’ Listserv
CHAMPS Distance Learning
CHAMPS Electronic Media
CHAMPS Job Opportunities Bank (JOB)
CHAMPS Leadership Learning Opportunities
CHAMPS Lending Library
CHAMPS Library of Distance Learning Documents
CHAMPS/NWRPCA Annual Conference
CHAMPS Resources for Students

American Dental Education Association
Explore Health Careers
http://explorehealthcareers.org/en/index.aspx
Explore Health Careers: Planning Your Health Career
http://explorehealthcareers.org/en/issues/news/Article/158/A_StepbyStep_Approach_to_Planning_Your_Health_Career

Bureau of Labor Statistics
Occupational Outlook Handbook (OOH)
www.bls.gov/oco
O*NET Health Care and Social Assistance careers information
www.onetonline.org/find/industry?i=62&g=Go

Lansing Community College
Career pathways and facts for a variety of health and human service careers
www.lcc.edu/academics/programs/pathways/#Health%20Sciences

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Work-Life and Family Support
It is imperative to consider lifestyle and family when creating your retention plan.  There are various elements to work-life, including: workplace flexibility; paid and unpaid time off; health and well-being of the employee; recreation; caring for dependents; financial support; community involvement; and relationships with coworkers.  Consider these areas and what you can provide to your employees as part of your retention plan.  Many companies and organizations have found investing in work-life elements not only beneficial to individual employees, but extremely successful and cost-effective for the organization as a whole.   

It is especially important to consider work-life and family support factors if an employee is new to the area.  They may need information or additional assistance concerning: spouse employment; recreational opportunities; schools and education; cultural activities; adequate housing; shopping facilities; and the physical environment.  Many of these issues should have been considered and may have already been addressed in the recruiting process, but it is important to have continued consideration of these factors in the formal retention plan.

Additional Resources:  Work-Life and Family Support 

Alliance for Work-Life Progress
A Business Case for Work-Life: Work-Life Effectiveness Can Impact Your Business
www.awlp.org/awlp/library/html/businessimpact.jsp
Categories of Work-Life Effectiveness
www.awlp.org/pub/work-life_categories.pdf
Useful Links
www.awlp.org/awlp/library/html/useful-links.html

Boston College
Center for Work & Family
www.bc.edu/centers/cwf
Sloan Work and Family Research Network
http://wfnetwork.bc.edu

Families and Work Institute
www.familiesandwork.org

HealthyPeople.gov
In the Workplace: Employees Organize to Improve Workplace Wellness
www.healthypeople.gov/2020/implement/workplaceWellness.aspx

USA.gov
Family, Home, and Community Resources
www.usa.gov/Citizen/Topics/Family.shtml

World at Work
Work-Life
www.worldatwork.org/waw/home/html/worklife_home.jsp
Work-Life Self Audit
www.worldatwork.org/pub/selfaudit.pdf

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Burnout
Burnout is the loss of focus on the job or at home.  Service and helping professions, such as those in the health care industry, are highly susceptible to burnout.  Being aware of and taking precautions to prevent burnout in your retention strategy will help decrease turnover. 

Burnout happens over time, and generally spirals out of control.  Characteristics of burnout include: fatigue and exhaustion; loss of motivation and enthusiasm; feeling stressed and overextended; loss of joy, hope, and power; depression; and detachment from duties and people.  Burnout affects many aspects of life, including communication, concentration, relationships, health and well-being, and appetite and sleep habits, and may lead to depression, anxiety, and alcohol and substance abuse.  The person experiencing burnout may not be aware of these affects, but others around them may notice. 

Burnout can be caused by numerous factors, including:

There are many ways to prevent burnout, as well as combat burnout if it has already occurred.  Some key strategies to prevent and combat burnout include:

Additional Resources:  Burnout

Biomedcentral (BMC) Nursing
Burnout in Health-Care Professionals research article
www.biomedcentral.com/content/pdf/1472-6955-9-8.pdf

HelpGuide.org
Preventing Burnout: Signs, Symptoms, Causes, and Coping Strategies
www.helpguide.org/mental/burnout_signs_symptoms.htm

Integrated Work Strategies
Bounce Back from Burnout, 2010 CHAMPS/NWRPCA Annual Conference session presentation slides 
18_BounceBackfromBurnout.pdf

Livestrong.com
Preventing Burnout 
www.livestrong.com/article/14719-preventing-burnout

Mayo Clinic
Job Burnout: Spotting It and Taking Action
www.mayoclinic.com/health/burnout/WL00062

Oxford Journals Occupational Medicine
Burnout as a Clinical Entity—Its Importance in Health Care Workers
http://occmed.oxfordjournals.org/content/48/4/237.short

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ADDITIONAL CONSIDERATIONS FOR RETAINING HEALTH CARE PROVIDERS  

All CHCs realize the importance of retaining health care providers.  Since new providers are often brought into the community from elsewhere, both professional environment and lifestyle factors should be considered during the initial recruitment of a health care provider.  Since many of the alternative career options your new employee had when they chose your practice are still available through the early years, a disgruntled employee can readily move before many patient or community ties are built.  Be sure your retention activities are ongoing even after the health care provider has been working at the organization for some time.

When developing a retention plan specifically for health care providers, consider including the following:

Further, consider addressing other areas of concern, including:

Additional Resources:  Retaining Providers

The Commonwealth Fund
Best Practices in Specialty Provider Recruitment and Retention: Challenges and Solutions
www.commonwealthfund.org/Content/Publications/Fund-Reports/2005/Aug/Best-Practices-in-Specialty-Provider-Recruitment-and-Retention--Challenges-and-Solutions.aspx

Coker Group
Crafting a Sustainable Model for Physician Recruitment and Retention
http://cokergroup.com/files/whitepapers/White_Paper_-_Crafting_a_Sustainable_Model_for_Physician_Recruitment_and_Retention_200904011.pdf

Community Health Association of Mountain/Plains States (CHAMPS)
Successful Recruitment webcast handouts (pages 41-42 address provider retention)
Handouts-SuccessfulRecruitment-012010.pdf

Medical Group Management Association (MGMA)
Physician Recruitment and Retention
www.mgma.com/physicianrecruitment

Migrant Clinicians Network
Health Center Recruitment and Retention Self-Assessment
http://www.migrantclinician.org/survey/fillsurvey.php?sid=4

National Opinion Research Center (NORC)
May 2009 study of the ability of rural communities to retain physicians
Satisfaction with Practice and Decision to Relocate: An Examination of Rural Physicians

National Association of Community Health Centers (NACHC)
Clinical Recruitment and Retention Toolkit
www.nachc.com/Clinical%20Recruitment%20and%20Retention%20Toolkit.cfm

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SAMPLE RETENTION WORKPLAN 

CHAMPS has developed a sample retention workplan based on these suggestions; you are encouraged to alter the document to serve the individual needs of your organization.

Please click HERE to view, alter, save and print the workplan.

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IF THEY LEAVE

No matter how comprehensive and thoughtful your retention plan is, some of your staff will leave the organization. When this happens, try to conduct an exit interview to find out why he/she is leaving. The answers you receive may enable you to resolve previously unknown problems or help in recruiting the next time. Consider having the departing employee complete an Exit Interview Questionnaire as an additional resource.

Please click HERE to view, alter, save and print a sample Exit Interview Questionnaire followed by some tips for a successful exit interview.

Additional Resources:  Exit Interviews

About.com Tech Careers
Exit Interview Questions
http://jobsearchtech.about.com/cs/interviewtips/a/exit_interview_2.htm

Free Management Library
Exit Interview Resources
http://managementhelp.org

HR World
The Value of Exit Interviews
www.hrworld.com/features/value-exit-interviews-062508

Human Resource Executive Online
Effective Exit Interview Strategies
www.hreonline.com/HRE/story.jsp?storyId=250192808

Insightlink Communications
Exit Interviews and Employee Turnover
www.insightlink.com/exit_interviews_employee_turnover.html

National Association of Community Health Centers (NACHC)
Exit Pulse
www.nachcpulse.com/exitpulse.cfm

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ADDITIONAL ONLINE RETENTION RESOURCES  

About.com Human Resources
Top Ten Ways to Retain Your Great Employees
http://humanresources.about.com/od/retention/a/more_retention.htm
Keep Your Best: Retention Tips
http://humanresources.about.com/cs/retention/a/turnover.htm

Centers for Medicare & Medicaid Services (CMS)
Promising Practices in State Survey Agencies: Retaining Surveyors--A Compendium of Promising Practices
www.cms.gov/SurvCertPromPractProj/Downloads/Retentioncompendium.pdf

Community Health Association of Mountain/Plains States (CHAMPS)
Recruitment and Retention Surveys and Data
www.champsonline.org/ToolsProducts/RRResources/RRSurveys.html
Other Recruitment and Retention Resources
www.champsonline.org/ToolsProducts/RRResources/OtherRRResources.html

The Commonwealth Fund
Retention Articles
www.commonwealthfund.org/Search.aspx?search=retention&filefilter=1&page=4

Employee Retention
Managing Employee Retention
http://retention.naukrihub.com/managing-employee-retention.html
How to Increase Employee Retention
http://retention.naukrihub.com/how-to-increase-employee-retention.html

Entrepreneur
How to Create a Winning Employee Retention Strategy
www.entrepreneur.com/humanresources/article76456.html
Seven Ways to Retain Top Employees
www.entrepreneur.com/article/217482

Free Management Library
Retaining Employees—library of online resources
http://managementhelp.org/staffing/retntion/retntion.htm

HRH Global Resource Center
International Health Worker Retention
www.hrhresourcecenter.org/taxonomy_menu/1/109

Institute for Socio-financial Studies
2010 CHAMPS/NWRPCA Annual Conference session presentation slides
Creating High Morale Through Value-Focused Leadership
Your Unique LifeValues History
Your LifeValues Profile Quiz

National Association of Community Health Centers (NACHC)
NACHC Pulse
www.nachcpulse.com
Workforce—Recruitment and Retention Resources
http://nachc.com/clinicalworkforcerecruitretain.cfm

North Shore LIJ Health System
2010 CHAMPS/NWRPCA Annual Conference session presentation slides
Succession Planning for Your Clinical Staff

Nursing and Nursing Assistive Personnel Recruitment and Retention
Replicating Best Practices Across Iowa
www.idph.state.ia.us/OHDS/IHWC.aspx?prog=IHWC&pg=Recruitment

The Physicians’ Foundation
The Physicians’ Perspective: Medical Practice in 2008
www.physiciansfoundation.org/healthcare-research/the-physicians-perspective-medical-practice-2008

Sideroad
Employee Retention Plan—How to Keep Good Employees
www.sideroad.com/Management/employee-retention-plan.html

Society for Human Resource Management (SHRM)
www.shrm.org

Virginia Department of Health
Recruitment and Retention
www.vdh.virginia.gov/OEMS/Agency/Recruitment/ToolKit.htm
(Scroll down to access the "EMS Workforce Retention Tool Kit")

The Wall Street Journal
Employee Retention—How to Retain Employees
http://guides.wsj.com/small-business/hiring-and-managing-employees/how-to-retain-employees

World at Work
World at Work—The Total Rewards Association
www.worldatwork.org

Workforce Planning for Wisconsin State Government
Employee Retention Overview
http://workforceplanning.wi.gov/docview.asp?docid=1052

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