Sign In

Scott Erwin

Workforce management 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

Professional Background

Scott Erwin has built a remarkable career that bridges the realms of theology, political science, and business management, showcasing his diverse skill set and profound understanding of complex global issues. With a unique blend of academic achievement and professional expertise, Scott has carved out a niche for himself as a thought leader and innovator in various sectors, including consulting, public policy, and technology.

Career Highlights

Scott's professional journey began with a strong foundation in public service and research. He served as a Policy Advisor at the United States Department of Defense, where his insights into governmental operations and international relations played a crucial role in shaping strategic decisions. His experience here paved the way for his subsequent position as a Research Associate at the Council on Foreign Relations, where he contributed to essential research efforts and developed a deep understanding of foreign policy and global affairs.

Following this impactful tenure in public service, Scott transitioned into the corporate world. He joined McKinsey & Company as an Engagement Manager, where he harnessed his analytical and strategic thinking skills to help clients navigate complex challenges. His time at McKinsey not only solidified his reputation as a trusted advisor but also equipped him with invaluable insights into organizational dynamics and industry trends.

Scott's entrepreneurial spirit truly flourished when he founded HireHand, a cutting-edge platform designed to streamline workforce management, particularly in the gig economy. As CEO, he drove innovation and growth, positioning the company as a leader in dynamic scheduling solutions. This venture exemplifies his ability to identify market needs and create effective solutions, demonstrating a blend of business acumen and technical savvy.

Currently, Scott is engaged in dynamic scheduling efforts at Reverence, where he continues to explore new methodologies for enhancing workforce efficiency.

Education and Achievements

Scott's academic journey reflects his deep commitment to understanding complex theological and political landscapes. He earned his Doctor of Philosophy (Ph.D.) in Theology/Theological Studies from the prestigious University of Oxford, where he delved into profound questions regarding ethics, morality, and the impact of belief systems on societal structures. This rigorous academic training has not only enriched his worldview but has also informed his professional engagements, particularly in the fields of public policy and ethical considerations in business.

Before his doctoral studies, Scott completed his Bachelor of Arts (BA) in Political Science and Government at the University of Richmond. This undergraduate experience laid the groundwork for his understanding of political systems and governance, principles that have been pivotal throughout his career.

Additionally, Scott's formative years were spent at Park Hill High School, where he began to cultivate his interests in politics and social sciences, setting the stage for his future academic and professional pursuits.

Key Achievements

Throughout his career, Scott Erwin has garnered numerous accolades and recognition for his contributions across multiple domains:

  • Thought Leadership: Scott has been a sought-after speaker and commentator on issues of public policy and management, leveraging his extensive knowledge to influence discussions in both academic and professional settings.
  • Innovative Solutions: Through his work with HireHand and other ventures, Scott has been at the forefront of implementing innovative technologies that enhance operational efficiency in various industries.
  • Strategic Advisor: His experiences with high-profile organizations such as McKinsey & Company and the Council on Foreign Relations have solidified his status as a trusted advisor to a range of stakeholders, from government agencies to corporate clients.

Achievements

Scott continues to contribute significantly to the fields he is passionate about. His dedication to fostering effective workforce solutions, coupled with his profound understanding of policy and ethics, positions him as a unique player in today's dynamic professional landscape.

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

Related Questions

How did Scott Erwin's education at the University of Oxford shape his career trajectory in theology and public policy?
What motivated Scott Erwin to transition from a career in public service to founding a technology startup?
In what ways has Scott Erwin utilized his experience at McKinsey & Company to drive innovation at HireHand?
How has Scott Erwin's background in political science influenced his approach to policy advising at the Department of Defense?
What lessons can emerging entrepreneurs learn from Scott Erwin's journey in launching and leading HireHand?
Scott Erwin
Add to my network

Location

New York City Metropolitan Area