CBJ Workforce Leaders 2019

Tanager Place improves staff turnover
rate with leadership program
Tanager Place’s Leadership Academy, a career development
program, has played a major role in improving retention among
employees challenged with difficult, emotionally-draining jobs
within the social service agency’s Psychiatric Medical Institute
for Children (PMIC), a
treatment program for
youth dealing with the
most severe mental and
behavioral issues,
Winner of the Best
Retention Strategy
Award, Tanager faced
an intolerably high
staff turnover rate. In
Best Retention Strategy
TANAGER PLACE
the year before the academy was established, of an average PMIC
workforce of 111 employees, 88 resigned, five were terminated and
just 10 transferred within the organization. Recognizing the challenging
nature of entry-level positions in the PMIC unit, the agency
designed the academy to invest in employees’ personal growth,
promote internal career pathways, improve company culture and
deliver better care for clients.
In 2018, the first full year of the academy’s operation, the total
number of resignations in the third and fourth quarter dropped to
32, compared to 57 the year before.
“While there were likely additional factors contributing to
this significant improvement, Leadership Academy undoubtedly
had an impact in this growth. It has allowed these entry-level
employees to see advancement opportunities within the organization
and see that Tanager Place is invested in their professional
growth,” wrote CEO Okpara Rice in a letter outlining the results
of the initiative.
“Leadership Academy gave me the opportunity to stretch
myself in new ways that I never would have expected,” one participant
wrote. “Not only did my leadership skills grow, but I was
given the opportunity to challenge some long held beliefs, think
outside the box and grow both personally and professionally. But
what I value most ... is the connections I made with people from
across the agency and the friendships that were formed!”
From a participant survey, scores of 4.5/5 or higher were
received for all measured responses, which measured the effectiveness
of the program in broadening understanding of leadership
characteristics and behaviors, challenging participants to reflect
and assess their own leadership skills, instill confidence in being
able to serve as a positive and effective leader and overall satisfaction
with the experience.
“We have seen tremendous value in the program and are continuing
it for a second year,” concluded Mr. Rice. •
How does having a strong retention
strategy improve relationships with
clients?
Strong retention is crucial and means a great
deal to the young people and families that we
serve. It provides consistency in treatment
and allows for true relationship building
between provider and client. Building trust
and developing relationships with clients is
highly important when working with children
and families struggling with mental health
issues. Knowing that key staff will be there
during their toughest times makes families
breathe a little easier. When there is frequent
turnover, it makes it difficult to maintain
these trusting relationships.
What would you recommend to an
organization wanting to build a stronger
retention program?
Do an honest assessment of what your
strengths and challenges are as an
organization. It isn’t always easy or fun to
evaluate your weaknesses, but it is absolutely
necessary to do if you value retaining top
talent. Then, you should work to improve
culture and look for innovative ways to
engage employees and empower them in
your mission. Employees should feel like they
matter and can make a difference in helping
your organization or company be successful.
tanagerplace.org
2309 C St. SW
Cedar Rapids, IA 52404
(319) 365-9164
CBJ WORKFORCE LEADERS 2019 15