Using Career Ladders to Increase Retention in Public Health
Abstract
Background – According to the Forces of Change survey from NACCHO, Health Department employees decreased by 23% between 2008 and 2016. Recognizing recruitment and retention as a priority, CDPH took steps to retain our workforce.
Methods – CDPH reached out to other districts to establish a benchmark and discovered District 3-4 created a ladder for their Customer Service Representatives. The template was presented to CDPH’s Merit Based Pay Committee. Using the template, the Committee created a new template outlining requirements for employees to advance.
Basic Template:
Level 1 to 2
1) # years of experience at Level 1
2) PH 101
3) Participation on QI project/committee
4) Customer service
5) Cultural competency
6) Budget 101
7) Basic knowledge of performance management
8) Required annual training
9) 40 hour leave balance
10) Min. “Successful Performer” on recent performance review
11) No written discipline previous 12 months
Level 2 to 3
1) # years of experience at Level 2
2) Management/Supervisor training
3) Budget 20
4) Participation on committee
5) Lead QI project
6) Complete development goal
7) Ability to develop/track & communicate outcomes
8) Required annual training
9) 40 hour leave balance
10) “Successful Performer” on recent performance review
11) No written discipline previous 12 months
Each job series was assigned to members of the committee to develop ladders.
Program was rolled out with guidelines for completion, list of approved trainings, and list of suggested committees.
The requirements to advance were designed to improve engagement and stretch employee’s skills and responsibilities.
Results: Since the inception, 24 employees participated and 92% have been retained compared FY23 retention rate of 75%.
Conclusion: An effective employee retention strategy has been utilization of career ladders. It is important to retain employees so we can retain the knowledge to provide essential services of Public Health.
Keywords
Recruitment, Retention, Career Ladders
Using Career Ladders to Increase Retention in Public Health
Background – According to the Forces of Change survey from NACCHO, Health Department employees decreased by 23% between 2008 and 2016. Recognizing recruitment and retention as a priority, CDPH took steps to retain our workforce.
Methods – CDPH reached out to other districts to establish a benchmark and discovered District 3-4 created a ladder for their Customer Service Representatives. The template was presented to CDPH’s Merit Based Pay Committee. Using the template, the Committee created a new template outlining requirements for employees to advance.
Basic Template:
Level 1 to 2
1) # years of experience at Level 1
2) PH 101
3) Participation on QI project/committee
4) Customer service
5) Cultural competency
6) Budget 101
7) Basic knowledge of performance management
8) Required annual training
9) 40 hour leave balance
10) Min. “Successful Performer” on recent performance review
11) No written discipline previous 12 months
Level 2 to 3
1) # years of experience at Level 2
2) Management/Supervisor training
3) Budget 20
4) Participation on committee
5) Lead QI project
6) Complete development goal
7) Ability to develop/track & communicate outcomes
8) Required annual training
9) 40 hour leave balance
10) “Successful Performer” on recent performance review
11) No written discipline previous 12 months
Each job series was assigned to members of the committee to develop ladders.
Program was rolled out with guidelines for completion, list of approved trainings, and list of suggested committees.
The requirements to advance were designed to improve engagement and stretch employee’s skills and responsibilities.
Results: Since the inception, 24 employees participated and 92% have been retained compared FY23 retention rate of 75%.
Conclusion: An effective employee retention strategy has been utilization of career ladders. It is important to retain employees so we can retain the knowledge to provide essential services of Public Health.
