HJAR Jan/Feb 2021

HEALTHCARE JOURNAL OF ARKANSAS I  JAN / FEB 2021 15 digital technology. Instead of meet-and- greet job fairs, we attend those events via Zoom or other technology. Additionally, we ramped up our social media presence with more prominent placement of job open- ings. Thinking outside the box is becoming a norm. Editor What are the top three HR challenges you see today in your organization, and how are they being addressed? FORREST The top three HR challenges sim- ply put are recruiting, supporting and con- tinuing to empower our teams. That’s always been part of the HR role, but now it is even more fundamental as our employees stay vigilant about infection control outside of the hospital just as much as when they are inside these walls. Our ministry calls us to care for the whole person, and that means that we are cognizant and providing resources and support for their personal, physical, spiritual, mental and emotional health needs. We are working with managers to ensure that they also feel empowered to speak up and out about not only their employee’s needs, but also their own. We want to ensure that our teams can give their best, not only to our patients, but also to their families. And finally, we have to do all this without losing sight of the future. While we know the healthcare efforts to address this pan- demic are more of a marathon than a sprint, we need to simultaneously keep an eye on natural turnover and attrition. There was a nursing shortage long before the pandemic, and if we’re not staying focused on our long- term strategy, then we won’t be able to serve our communities in the future. MOFFETT The challenges that OCMC faces on a daily basis are employee retention, the offering of competitive wages and low employee morale. Never before in the 68 years of OCMC’s history has there been a turnover rate of over 30% until now. The staggering need for clinical staffing has also driven hourly rates up significantly, mak- ing it exceedingly difficult for rural hospitals to attract qualified personnel. In addition to those challenges, the culture of negativ- ity and fear has had an immense effect on the overworked and emotionally drained healthcare community. One of my top pri- orities is ensuring that the employees of OCMC have access to EAP for their physi- cal, mental, and emotional well-being. LOMBARD-SIMS Before the pandemic, I would have stated a different answer. Since the pandemic, the top three challenges in HR in our organization include talent acqui- sition and workforce planning, employee well-being/resilience and leading in a vir- tual environment. We are addressing the talent acquisi- tion and workforce planning challenge by creating strategic plans with our leaders to understand their needs today and in the future. Better partnerships with schools, as early as high school, to promote the value of working in a healthcare environment, encouraging women and underrepresented minorities to get into STEM programs, and reskilling/developing our current workforce for the future through competency models and succession planning are a few of the ways we are tackling this challenge. In partnership with our Chief Well- ness Officer, HR is promoting no-meeting days in certain areas when feasible, setting parameters around email/cellphone times, eliminating unnecessary meetings, hosting financial wellness programs, mindful med- itations classes hosted by our psychiatry faculty, yoga stretch, EAP, supportive con- versations and encouraging taking time off when feasible. Leading in a virtual environment is new for most of our leaders. Our Organizational Development department has created train- ing on leading virtually and is also creating a coaching culture through the identifica- tion of those in the field who can assist their peers through difficulty conversations. CARRAWAY 1. Employee retention – The nurse recruiter and our employment staff work well together on a variety of methods to retain employees. We have multiple programs in place to recog- nize and reward all our employees. For all new hires, supervisors spend one-on-one time with the employee to address any questions or concerns after 30 days and again after 90 days of employment. After six months, HR checks in with employees to answer questions and offer support to ensure employees feel valued and well estab- lished in their position. We can answer any questions regarding employee benefits and address any workplace concerns. 2. Recruiting/Hiring – We initiated an employee referral program to encour- age employees to take an active role in recruiting their peers. The program allows us to select employees who are the right fit for a specific department and the organization. The feedback from employees is positive. 3. Change management – In a rapidly changing environment, HR is chal- lenged with assuring employees we are making the best decisions for employ- ees as a whole and ensuring a smooth transition from old ways to new ways. Prompt and useful communication is key. Editor What do you like most about your job?