There has already been a tremendous impact so far amongst the groups in Providence, including increases in earnings, retention and revenue. As a result of the positive impact, Hellrigel decided to bring TPI’s Thought Patterns for High Performance® to all of their approximate 8,000 caregivers. This implementation is being led by internal facilitators, certified by The Pacific Institute® to deliver the curriculum.
Some of their impressive results include:
- Earnings increased by 35%
- Earnings increased 60% in Washington operations
- 4% increase in retention in year one
- Increase of 19% net revenue
Health care is a challenging industry to work in, and the demand for programs, services and exceptional patient care is ever-increasing. To meet those demands, Hellrigel said, “Our most important metric – which dictates our ability to meet the community needs – is the number of caregivers we have. Our ability to attract and retain really great caregivers is the key benchmark for us in everything. That’s the leading indicator for our success.”
As a team, they began to challenge themselves around some of the ‘truths’ they believed regarding caregiver turnover. They started asking themselves what their goal should be. Their goal is to get to the point where they celebrate when somebody leaves the organization, because they are leaving for a great reason. For example, they’re leaving due to a wonderful life event, or to move closer to children or family, or retirement. Hellrigel stated, “But if we lose a caregiver to the competition then we should see that as a failure. What could we have done to prevent it, and how can we make this a better organization? That’s the key to how our leaders are looking at it. When you begin to think about that as your goal it’s amazing how all your behaviors move you toward that goal, and how it changes and drives your culture. That’s the part I am really excited about for our future.”
“We’ve seen our caregiver engagement scores go up considerably in those first programs. We’re seeing the wave. It doesn’t happen overnight – it’s got to be a home-grown process. They go back, they reflect, and they think about what they have experienced. They have a chance to huddle as a team and discuss the commonality in their take-aways. The role of leaders is to say, ‘How do we bring this forward, what does this mean for us, not just personally, but in our roles at work?’”
The team has spent a significant amount of time moving from their limiting beliefs to their liberating beliefs, which has resulted in groups of leaders becoming self-reliant and self-sufficient. They are pushing boundaries on past beliefs to see what else they can accomplish to better serve their communities, and because of it, experiencing growth in the number of people they serve and improvement in the turnover of caregivers.
Reflecting on the work that has been done so far, Robert Hellrigel praised his core leaders, “Our caregiver engagement is up because of the work we have done and because of our approach with our caregivers. Having the change in perspective, they’re seeing it themselves. They’re telling me the results are being driven by the work we did together with The Pacific Institute, and the work that they did as a team to follow up.”
Hellrigel concluded by saying, “The plan is to really use this as a personal development program for our caregivers. We love to hire from within. Health care is complicated. Providence is a very large, complicated health care organization too, so if you hire in from the outside it takes people a long time to understand the culture and get up to speed. So, it’s a balance of bringing in new folks and looking for opportunities to develop the talent from within. Bringing in our caregivers now gives us the opportunity to identify the next group of leaders that are direct caregivers, front line folks, that are ready and showing good signs of having leadership skills. The program forces people to do that introspective work, which is the really hard work. The self-reflection and asking yourself, ‘How do you want to live with intentionality?’ ‘What do you want to do with your time here and how are you going to make the most of that?’ It’s a great opportunity to help to develop the next wave of leaders.”