04 Oct Strategy for the precious: case study
– In this profession the older you get, the more people trust you. Clients want to come back to them. But we have no strategy around these most precious ones. How can we keep them? – asked one of the HR Business Partners, a respectable and insightful lady deeply committed to her organization. – The older they get, the more they start thinking about leaving it all behind and starting to look more after their grandkids. Young doctors emigrate, it’s hard to get new ones. – Indeed, medical industry was a demanding piece both in terms of the environment and the workforce. A good doctor is worth a fortune. – They bring patients-Clients! with them. We not only need to start thinking long term how we want to keep them. We need to attract more respectable doctors. They all need to know that this is the best workplace for them.
– What is the best workplace for a 50-year old experienced and respectable doctor? – we asked, and it became obvious that the answer was by no means clear. It also became obvious that the company badly needed an age management strategy to face the needs of its sensitive group. Age management meant that they needed to start thinking about their workforce in completely new categories.
To better understand what the best workplace might mean, we first investigated the DREAMS and PHANTASIES. With focus groups we explored the realms of doctors, nurses, and administrative staff. A thorough analysis of documentation, work contracts, possible scenarios of cooperation with the organization, resources available for all or for selected groups, areas of responsibility followed, supported by individual interviews with HR representatives, selected members of the board, and other relevant individuals. The focused query was strengthened by a survey across the organization. We were getting close to understand, what the people meant for the organization and what the company could offer them to have them stay longer and feel better.
A separate piece of work needed to happen around the company board. Theoretically, they were interested to keep their most precious people. In practice, they needed to open up for solutions which they might have not have considered in the past. This required separate effort.
But the work of the project group, consisting of people from across the organization, brought results. Not only had the management board understood the necessity of implementing focused actions around the needs of their most precious employee populations, but they even managed to notice business potential in the growing needs of various Client age groups. Employees aged 55+ received focused development coaching, and the organization received the age management strategy, all basing on their own work and knowledge of the organization, and supported by our external expertise. Good thing to see the organization keeping on growing and developing in its most sensitive areas. Good job done!