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Scott Erwin

Workforce planning specialist. Dynamic staffing SaaS ex founder and CEO (successful exit) intelligent matching tech ideal for shifts that change and last minute drops. Healthtech - Consultant - ex McKinsey

Scott Erwin is a highly accomplished professional with a diverse background in Theology, Political Science, and Business Management. He completed his Doctor of Philosophy in Theology/Theological Studies from the prestigious University of Oxford, following a Bachelor of Arts in Political Science and Government from the University of Richmond. Scott Erwin's educational journey began at Park Hill High School, laying the foundation for his successful academic pursuits.

Highlights

Aug 8 · linkedin

Retention vs. Turnover - The words companies use when communicating with employees matter, especially when talking about their core objectives.

A core objective for companies, particularly those with large front-line workforces is keeping their employees, rather than having them leave.

Most companies will track their performance against this objective by measuring “turnover” with a minority also placing emphasis on “retention.”

From a mathematical perspective, retention is of course the inverse of turnover and vice versa. If a company retains 60% of its employees annually, it is “turning over” 40% in that same period.

Given this relationship, does it matter which a company is measuring?

The answer is yes because it can reveal the true values of a company and practically the initiatives adopted as a result differ widely.

A company focused on improving “retention” is likely one that sees its employees as having intrinsic importance and as being critical contributors to its overall mission.

Practically, the initiatives that result from a “retention” mindset are typically more systematic and proactive - effective onboarding, well defined career progressions, consistently flexible work schedules, at (or above!) market compensation and benefits.

Alternatively, a company exclusively focused on reducing turnover can be one that takes a more mechanistic approach to employees - seeing them as small cogs in a larger process.

The initiatives that result from a “turnover” mindset can be more piecemeal and reactive - an over-reliance on sign-on and retention bonuses and limited onboarding and training (why invest in this person when they are going to leave anyway?).

To be clear, this is not a black and white issue but rather a matter of degrees. Every company will have a mindset that is a mix of both and that mix will change at different points in time.

For those operators out there, however, I’d suggest tracking whether your teams are talking more about “retention” or “turnover” in your next people strategy meeting - words matter!

Jun 24 · linkedin

As the old saying goes, “It doesn’t matter how much water you fill your bucket with if your bucket is full of holes.”

I am thrilled to have joined Reverence and in particular to bring the HireHand dynamic staffing solution to the home health space.

The staffing challenge in home health is truly staggering with providers today rejecting up to 40% of new patient referrals due to shortages of nurses and home health aides.

If 40% of new clients were being turned away in other industries, I have to believe this would be bigger news - but in healthcare it seems to be BAU for some reason.

What surprises me about the current staffing deficit - estimated to be up to 400,000 nationwide - is that I thought the pinch was coming tomorrow not today.

Like many of you, I’ve read about the demographic  “silver wave” in the US with the % of the population over 65 set to double in the next 35 years. I certainly buy the fact this senior population is increasingly likely to prefer “in home” care for longer periods of time. What’s difficult to accept is that many will not have this choice.

I’ve spent the last decade working in industries with labor shortages.

A common mistake operators make is addressing the shortfall by focusing on new recruits rather than keeping the employees they have.

It’s counter-intuitive, I know, but when (annual) churn rates exceed 50%, the primary result of onboarding more people is seeing more walk out the door.

Most operators know this but, frankly, they also know it is easier to execute a recruitment drive (even in a tight labor market) than address the underlying reasons why, in the case of home care, a reported 65% of front-line employees churn out each year.

On that reported churn total - another common mistake I’ve seen across industries is operators repeatedly (and to be clear honestly) underestimate annual turnover numbers.

If the home care industry is reporting 65%, odds are the annual churn is closer to 80%.

This means that home care practitioners are having to replace up to 80% of their total workforce each year BEFORE hiring new people to attempt to address growing demand.

As the old saying goes, “It doesn’t matter how much water you fill your bucket with if your bucket is full of holes.”

Needless to say, I’m excited to bring some of my previous “hole-plugging” experience to bear in the home care setting and share a few tips and tricks with you all along the way.

#staffing #homecare

Scott Erwin
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Westfield, New Jersey, United States