HomeCareCon Key Takeaways: Home Care Business Results Through People Management

HomeCareCon Key Takeaways: Home Care Business Results Through People Management

00:00:03.540 –> 00:00:32.600
Ruby Mehta: Welcome to CareSmartz360 on Air, a home care Podcast and I am Ruby Mehta, VP Of sales at Caresmartz back again with a new podcast. A well-trained, motivated team translates directly to better client outcomes, higher satisfaction rates, and ultimately a thriving business. That’s because caregivers and nurses provide the essential services that keep clients safe and independent at their homes.

00:00:33.050 –> 00:00:41.110
Ruby Mehta: But effective tenant management ensures that you have the right people with the right qualifications for each client

00:00:41.170 –> 00:01:02.460
Ruby Mehta: by investing in training, development and competitive compensation, you create a positive work environment that retains top talent. This further ensures care, continuity, and optimum utilization of resources. Also, lower turnover translates to low recruitment and onboarding expenses.

00:01:03.340 –> 00:01:13.919
Ruby Mehta: effectively managing and optimizing your home care workforce isn’t just about billing positions. It’s about building a team dedicated to delivering exceptional care.

00:01:14.090 –> 00:01:20.820
Ruby Mehta: This, in turn, fuels the engine of your home care business ensuring its long-term success.

00:01:21.340 –> 00:01:26.619
Ruby Mehta: So on that topic. Today we have Marty Ramseck on the panel.

00:01:26.680 –> 00:01:31.849
Ruby Mehta: Who is the talent optimization advisor at PI Midlantic

00:01:31.940 –> 00:01:41.290
Ruby Mehta: that focuses on developing homecare agencies, and people strategy and aligning it with their business strategy to deliver better overall business results.

00:01:41.300 –> 00:01:44.250
Ruby Mehta: Welcome to the podcast Marty. How are you?

00:01:44.250 –> 00:01:45.775
Marty Ramseck: I’m doing great. Thank you.

00:01:46.700 –> 00:01:54.756
Ruby Mehta: Awesome. So tell, tell us something, or tell our audience about yourself, and also

00:01:55.470 –> 00:01:57.319
Ruby Mehta: about the predictive index.

00:01:57.320 –> 00:01:57.789
Marty Ramseck: Yes.

00:01:58.400 –> 00:02:23.989
Marty Ramseck: Yeah, a little bit about me. I’ve been for many, many years. I was a VP of sales and in the home care and assisted living industries. So I know it very, very, very well, and for the last year, I’ve been a pi consultant doing the predictive index, consulting with clients, of course, with my background, a lot of it being in the home care, home care, industry, and what we do. You kind of touched on a little bit. Ruby is we.

00:02:24.370 –> 00:02:35.199
Marty Ramseck: you know, companies have a business strategy that they spend many, many hours developing, and that business strategy is there to get the business results that they need to get for

00:02:35.220 –> 00:02:38.820
Marty Ramseck: their board members or stockholders, whoever that may be.

00:02:38.890 –> 00:03:02.579
Marty Ramseck: And where we come in is we want to marry their company’s business strategy with their talent, strategy. What type of talent does it have to be to make that business strategy come, come to life, right? So we help them design teams. You think about a team. And anytime someone joins a team team is either getting better or it’s getting worse. How do we design teams and make the business strategy come alive?

00:03:02.600 –> 00:03:09.359
Marty Ramseck: We’re part of the hiring process. We’re another data point in the hiring process to help make better hires based upon

00:03:09.848 –> 00:03:34.099
Marty Ramseck: bringing good people in. Then, once you’re on board, how do we inspire them effectively? Everyone who needs to be inspired differently? How do we work with them effectively? Then? Last, but not least, we diagnose. Are we doing it right? Are you able to hire a players into your company? Are you keeping your best people? And, most importantly, are your best people engaged, and can’t wait to come to work to do a great job for your clients and the clients?

00:03:35.510 –> 00:03:58.609
Ruby Mehta: Awesome. That’s this exactly. But what we need. You have great experience in sales in homecare industry. And now you are consulting. That’s a beautiful, beautiful combination, and I’m sure our audience will really learn talent, optimization, and managing talent better in their respective businesses.

00:03:58.610 –> 00:04:23.350
Ruby Mehta: So I’ll start with this. The very 1st thing that comes to my mind right now is the top key areas that. Should home care providers evaluate to understand if their leadership, their teams and their cultures are aligned with their business strategy. So what are the key areas of the home care leaders or home care providers should really evaluate.

00:04:23.710 –> 00:04:24.070
Ruby Mehta: Wait.

00:04:24.200 –> 00:04:26.260
Marty Ramseck: I think they need to evaluate

00:04:26.530 –> 00:04:29.080
Marty Ramseck: every job within a company

00:04:29.110 –> 00:04:31.610
Marty Ramseck: in terms of making sure.

00:04:31.750 –> 00:04:54.140
Marty Ramseck: getting the right people in in the right place in those positions. And you think about when you have a job. There’s 3 buckets in which you’re looking at for every job one is. We caught. It’s really the education, knowledge experience that you want from that person coming in. And generally that’s a resume that’s their application. LinkedIn profile that generally gets them into the into the role. Right?

00:04:54.270 –> 00:05:11.384
Marty Ramseck: The second thing that they’re gonna bring is their value system. There’s a value system match. The value system of the of the company, and those are things like honesty, integrity, respect for diversity. When I worked in industry, when I hired my salespeople, I looked for passion for seniors.

00:05:11.720 –> 00:05:33.940
Marty Ramseck: they didn’t have a passion for seniors. People could kinda look right through them. So growth mindsets another one. But are they? Do they have the right value system. And you think about that. In life we choose both of those in life. We choose our experiences, we choose our knowledge, we choose our experiences, we choose our value system. The 3rd thing is, every job has behaviors. You have to do in that role

00:05:34.030 –> 00:05:59.620
Marty Ramseck: to be successful. And does that? Does the person that you’re bringing in does their behaviors match the behaviors they have to do in that in that particular role? Unfortunately, unlike the other 2 behaviors. We don’t necessarily choose behaviors. Our behaviors kind of choose us. And then you want to see their behaviors match the behaviors of the job. They’re gonna have to do. So they’re coming into work every day, engaged, fulfilled versus trying to be somebody that they’re not.

00:06:01.260 –> 00:06:02.126
Ruby Mehta: Yeah. Yeah.

00:06:02.580 –> 00:06:31.690
Ruby Mehta: And many times we have seen that the leadership has some goals and their business strategy. But the team. It does not translate really well to their teams. So there is this communication gap, or people don’t really understand the importance or effectiveness of that communication piece. So how to really assess

00:06:31.690 –> 00:06:40.289
Ruby Mehta: if a leadership team understands and effectively communicates their business strategy to motivate and guide their employees.

00:06:40.290 –> 00:06:43.419
Marty Ramseck: Yeah. And you, you could think about that is.

00:06:43.560 –> 00:06:46.309
Marty Ramseck: does the leadership have a plan

00:06:46.430 –> 00:07:12.400
Marty Ramseck: and how to work with each individual employee? A lot of leadership teams. They treat everybody like they have the same shoe size, right? And they treat everybody the same, everyone equal, which is great. But you want to treat everyone fair, everyone equal. But everyone’s motivated by different needs. Do they have a plan in place or people strategy how to effectively work with each person. Some people need autonomy in the workplace. Some people need a little bit more hand holding

00:07:12.520 –> 00:07:36.949
Marty Ramseck: what type of recognition do they prefer? They prefer public recognition? Or is a private recognition? Do they need processes in place, or do they need to? Kinda juggle things throughout the day? Do they need a lot of rules and structure, or they better at working autonomy. What is the strategy of how you’re working with each PE person? So you’re inspiring them every day based upon the strengths that they bring to the company and getting the best out of them based upon

00:07:37.260 –> 00:07:38.740
Marty Ramseck: that people. Strategy.

00:07:39.890 –> 00:07:47.679
Ruby Mehta: Awesome. Yeah, that’s really the key people, really. And we have seen that across

00:07:48.150 –> 00:07:54.849
Ruby Mehta: the industry and even other industries, there is a. There is a plan in place, and that plan executes

00:07:55.090 –> 00:08:17.199
Ruby Mehta: in a similar fashion for everyone. If they have a method of recognition talent, they will do it the same way. I think you really hit the deal here. There. There are different ways. People find success in so many different ways, and they feel motivated in so many different ways. That’s really true. Yes.

00:08:17.861 –> 00:08:29.079
Ruby Mehta: Do you have any data driven models, or frameworks that can help agencies measure the alignment between the leadership teams and their business strategy.

00:08:29.450 –> 00:08:33.499
Marty Ramseck: Yeah, we predictive index, we have a diagnosis tool.

00:08:34.030 –> 00:08:36.690
Marty Ramseck: And it really looks at.

00:08:36.890 –> 00:08:52.859
Marty Ramseck: You know, we look at the 4 key areas. We think that you have a misalignment. Number one is, you know, if you put salary and benefits to the side number one is, are people in the right jobs. Are they doing what they do best every day to be successful?

00:08:52.970 –> 00:09:05.440
Marty Ramseck: The second part of that is, is the manager working with them effectively back to the last thing I just talked about. Do they have a manager strategy with that person based upon the needs that that person has? Are they working with them effectively?

00:09:05.690 –> 00:09:25.550
Marty Ramseck: 3rd is, how’s the team working well together? Right when you’ve been on a great team you can’t wait to come to work every day. You’re doing great things for families and residents, and it’s exciting. And you’re motivated about work when you work on a bad team. It’s awful, you know. It’s like you almost have a bullseye on your back, and you’re throwing underneath the bus every time you make a mistake.

00:09:25.550 –> 00:09:35.950
Marty Ramseck: And then 3rd is the does there th is there culture match with that person, or you know they’re they have honesty, integrity. But the culture says, if you like, cheat and steal, you get ahead.

00:09:35.950 –> 00:09:36.760
Marty Ramseck: So

00:09:36.830 –> 00:09:42.800
Marty Ramseck: We have a survey that looks at all 4 of those. But really what we do that, I think, is really important is

00:09:42.880 –> 00:09:46.730
Marty Ramseck: aside of being a data, but which much most most

00:09:47.270 –> 00:09:48.670
Marty Ramseck: surveys are

00:09:48.830 –> 00:09:58.380
Marty Ramseck: people service like a date number. Get all this information. Here’s what I’m doing great at. Here’s what I need to prove. But what do I do with it? With it? And we have. Our survey is one of the few that have

00:09:58.380 –> 00:10:20.169
Marty Ramseck: an actual action, plan on your, on your, on your blind spots, to say these are the things specifically you can do to improve your blind spots based upon where you’re at in each one of those areas and have an action plan going forward to improve on that versus just being a data dump and say, okay, I’m great here, but I’m not good here now. We have an action plan for our.

00:10:20.170 –> 00:10:25.069
Marty Ramseck: for our clients to move forward, being moved forward to take action on it.

00:10:26.030 –> 00:10:42.220
Ruby Mehta: Yeah, yeah, right? And they need to really know those key areas and also basically analyze their current culture right to to make things work? On that note.

00:10:42.230 –> 00:10:52.390
Ruby Mehta: How do people analyze their current culture to see if it fosters the behaviors and values needed to execute their business strategy?

00:10:52.710 –> 00:10:56.670
Marty Ramseck: Yeah, I mean, i i i really think that it goes back to

00:10:56.710 –> 00:11:03.439
Marty Ramseck: understanding each employee, understanding what they bring. And then then, really, the frontline managers

00:11:03.450 –> 00:11:07.780
Marty Ramseck: really rewarding, rewarding people that

00:11:07.810 –> 00:11:19.779
Marty Ramseck: are doing what the culture says they need to do. I mean, it’s not just a mission statement up on a wall. But what are they doing every day to reward people that are that are buying into the culture and doing things that are

00:11:19.810 –> 00:11:34.640
Marty Ramseck: really strong with that culture through, you know, daily, for through the one one-on-one stand up meetings or weekly meetings, what is being there to reinforce the culture? And what is also being there to penalize somebody who’s not reinforcing that culture from that standpoint.

00:11:35.440 –> 00:11:44.970
Ruby Mehta: Yeah, yeah, I have seen a lot of systems out there, the little you know, technology pieces out there that really help

00:11:45.446 –> 00:12:12.390
Ruby Mehta: understand the trends of their employees and then reward them based on those trends. And those are really picking up these days. I was recently at a Conference in Florida, their their State conference for home home and healthcare and I met with a couple of technology vendors who specifically just analyze their employee trends

00:12:12.390 –> 00:12:18.240
Ruby Mehta: and then reward them, based on what what they are, how they are

00:12:18.240 –> 00:12:44.550
Ruby Mehta: kind of trending, and that’s a lot good mix of their visits and their behavior, their compliance, and all that good stuff, and that really, that was really interesting for me. I mean it, can. It can be. It’s universal for any industry. Right? So understanding your employees and their trends is really helpful, and rewarding them appropriately is is a great great tool.

00:12:44.610 –> 00:12:46.249
Ruby Mehta: Yes, yes.

00:12:46.390 –> 00:13:04.249
Ruby Mehta: yeah. So, beyond identifying gaps Marty, can you also offer some concrete strategies and best practices for, especially for home care providers to improve their alignment between talent and business calls.

00:13:05.090 –> 00:13:09.200
Marty Ramseck: Yeah, I really think ruby goes back to

00:13:09.310 –> 00:13:12.950
Marty Ramseck: probably one of the weakest areas most companies have

00:13:13.200 –> 00:13:38.601
Marty Ramseck: is really leadership training in terms of people get promoted or take over or take over. And there’s, you know, they get quit putting that job. And you think about most any other job you have training in place. Caregivers have trainings care. Managers have training the salespeople training for my salespeople. When people get promoted in the leadership in leadership positions. There’s no real training there for

00:13:39.180 –> 00:13:58.949
Marty Ramseck: for them, you know, and a couple of studies. You know, we found a pi. 1 3rd of organizations don’t have a formal way to measure success of their employees. 26% of organizations don’t have a clearly defined roles and responsibilities for their leader. So leadership training and supporting them is huge. There’s a

00:13:59.110 –> 00:14:04.499
Marty Ramseck: great Ted Talk out there, and she has a book out. Person’s name is Tasha Uruk, and she studied

00:14:04.550 –> 00:14:06.869
Marty Ramseck: 5,000 people.

00:14:07.110 –> 00:14:20.990
Marty Ramseck: And what she found was 95% of people or 19 out of 20 think they’re self aware in their leadership ability, but only 15% or 3 out of 20 are actually self aware. So

00:14:21.100 –> 00:14:31.519
Marty Ramseck: all forms of leadership training and helping people with that is huge cause we think we’re a lot. We think we’re a lot different than we actually are, or how our people perceive us from that standpoint.

00:14:32.680 –> 00:14:54.129
Ruby Mehta: Oh, beautiful! If you know what that is, that’s very. And that’s a very, very important thing for companies to really understand. And you’re right. There are no leadership trainings, I mean, if there are some, there are very few people who are self aware and taking those courses or taking those trainings. So it’s

00:14:54.130 –> 00:15:07.513
Ruby Mehta: so important, so important to have that training or hands on, and case studies and everything. So they are. Their goals are aligned with their talent.

00:15:08.540 –> 00:15:13.689
Ruby Mehta: Yeah, we have training for everybody else, but not leaders. Not so much for leaders.

00:15:13.690 –> 00:15:39.560
Marty Ramseck: Yeah. So you think about, you know, do they have training in place to help that manager, that leader make better hires? You know. How do you know? Are you hiring? Just because you have to hire? What? How’s that person gonna come on and hire that great person right then, once they’re on board, and they have training programs on how to train a new employee or how to coach them and give them feedback. And 3rd is, how do you hold your people accountable? I mean, what is accountability that you have in place

00:15:39.600 –> 00:15:41.090
Marty Ramseck: for those people

00:15:41.110 –> 00:15:49.719
Marty Ramseck: based upon that? And you think about how many organizations actually train their leaders in those important areas to create a great organization.

00:15:50.860 –> 00:15:51.590
Ruby Mehta: Yeah.

00:15:51.710 –> 00:16:16.660
Ruby Mehta: I can’t agree more, Marty, this is very, very insightful. I wanna thank you for your time and for your this insightful for sharing those great insights, and I’m sure our audiences found those strategies helpful, and they will. They will probably reach out to you will put your contact information there. They will reach out to you if they

00:16:16.660 –> 00:16:24.580
Ruby Mehta: wanna consult more. Learn more from you. But I wanna thank you. Thank you so much for your time today.

00:16:24.580 –> 00:16:31.370
Marty Ramseck: Yeah, thank you. And just for everybody, don’t forget your most, especially in home care. Your biggest investment you have

00:16:31.390 –> 00:16:33.539
Marty Ramseck: is in your talent and your people.

00:16:33.720 –> 00:16:42.180
Marty Ramseck: What are you doing every day to invest in those very, very important people, to make the difference in your success or not? The success of your home care company?

00:16:43.420 –> 00:16:46.722
Ruby Mehta: Great final thoughts. Thank you, Marty, for your time.

00:16:47.140 –> 00:16:48.580
Ruby Mehta: Thanks bye. Now.