RETURN ON INVESTMENT FORECASTING STUDY
by
David H. Paul
A Paper Presented in Partial Fulfillment
Of the Requirements for
ED 7675: Return on Investment in Training and Performance Improvement
Capella University
November 2007
1511 14 AVE S
ST CLOUD, MN 56301
david@dmccpaul.com
Instructor: DR. M
Table of Contents
Background Information 3
Objectives 5
Data Collection Plan 6
Isolation Methods 6
Diagram 1: Forecasting ROI Re-Program 7
Converting Turnover Data to Money 7
Table 2: Turnover costs as estimated by JCC Program Director 8
Table 3: House Manager Questionnaire Items 8
Table 4: Fully Loaded Costs per Staff Position of Implementing New Hire Structured OJT 9
ROI Forecast 10
Results Communication Plan 10
Action Plan for Improvement 11
Figure 1: JCC Action Plan for Improvement 12
ROI Forecast 12
References 14
Appendix A 15
Appendix B 16
Appendix C 17
Appendix C 19
Appendix D 20
Appendix E 23
Appendix F 24
Return on Investment Forecast Study
Background Information
The purpose of ROI forecasting is to establish whether or not a given training program will provide the highest possible payback, and assist small companies on tight budgets to make wise training and development decisions. "We need the right training for the right people at the right time and at the right cost. ROI forecasting does not affect the cost of training. However, forecasting maximizes the payback from limited training resources, and it helps to avoid wasting training dollars" (Erwin, Graber, and Post, 2007). JCC Inc. is one such small company with very limited training resources.
JCC provides foster home services to adults will serious and persistent mental illness. The company consists of two foster homes located in an upper middle class neighborhood in Central Minnesota. These residential facilities are shift-staffed around the clock, 365 days per year. The organizational culture revolves around one main goal: To foster a therapeutic environment of facilitation that promotes safety, health, consistency, and fun. JCC provides total management of all aspects of each consumer's life, including, but not limited to: (1) programming for behavior management, (2) living skills development, (3) social skills development, and (4) transportation and supervision to and from all medical, employment/day program and personal activities outside the facility.
Interviews with JCC management revealed that since opening in August 2006, JCC has experienced an 85% annual staff turnover rate (17 of 20 care staff positions) among direct care staff. This staff turnover rate is significantly higher than health care industry average for direct care workers of 40% (Parsons, Parker, & Ghose, 1998).
Interviews with JCC management further revealed that the estimated cost of initial orientation and training of new hires averages $500 per employee. Based on this estimate, the 85% annual staff turnover stated above equates to $8,500 in staff turnover related training and development expenses that JCC spent in year one of operation. A study of direct care human service staff turnover found four factors related to job satisfaction: (1) agreement of the job with personal goals and values; (2) burnout; (3) satisfaction with supervision; and (4) employment history (Razza, 1993). Informal interviews with JCC staff over a six-month period from April of 2007 to October 2007 confirmed these indicators of job satisfaction. Additionally, many of the direct care workers believe that they are not trained well enough to do their jobs effectively, sighting a lack of formal or structured training from managers.
A root cause analysis was conducted in a focus group format using a cause mapping technique (Galley, 2006). The group was made up of two full time direct care staff, two house managers, the program director of JCC and the facilitator. Results showed that the main causes of staff turnover at JCC are ineffective new hire orientation and a lack of structured on-the-job (OJT) training. See Appendix A for more details.
The intervention chosen to address this staff turnover issue was a New Hire Orientation and OJT training program designed to include a train-the-trainer program for group home managers and accompanied by OJT training manuals for mangers and direct care staff. The following were the targeted goals of this intervention: 1) Ensure consistency and thoroughness of new hire orientation and OJT by providing managers with the necessary skills in training to conduct effective structured OJT with all new hires. 2) Ensure the quality of residential services to consumers (residents) by providing consistent and effective initial orientation and OJT to all newly hired direct care staff. 3) Reduce the annual staff turnover rate at JCC by 45% by providing consistent and effective new hire orientation and training to all JCC direct care staff.
Due to the extremely tight training budget restraints experience by JCC management, the program director requested the completion of a pre-training ROI forecast. If this forecast shows positive or break even level ROI for JCC, the structures OJT program will be implemented in both facilities.
Objectives
The next step in the ROI study process was to develop and finalize objectives based on the five levels of evaluation measurement. These five levels are reaction/planned action, learning, application and implementation, business impact, and return on investment (Phillips, 2006). The reaction objectives for this new hire OJT are: 1) the satisfaction of participants with the OJT Train-the-trainer program and 2) participant's plan for using structured OJT with new hires and all staff after the training. The learning objectives were chosen based on expectations for managers participating in the OJT Train-the-trainer: 1) Participants will demonstrate the necessary skills to perform effective structured new hire OJT. 2) Participants will demonstrate a basic understanding of the structures OJT process. There is only one application objective: 1) Upon completion of the OJT Train-the-trainer course, managers will demonstrate their knowledge and skills in OJT mentoring by implementing the structured OJT program with 90% of all direct care staff. The business impact objectives focus on reducing staff turnover: 1) Reduce JCC annual staff turnover from 85% (17 of 20 staff positions replaced) to 40% (8 of 20 staff positions replaced). 2) Reduce the JCC annual recruiting, orientation, and on boarding expenses by up to $4,500. Finally, the ROI objective will be to realize a 25% return on investment. The level two and level three objectives will be converted into data to be used to meet the forecasted level four business impact objectives, which will be converted to monetary values that will be included in calculating fully loaded program costs used to establish ROI.
Data Collection Plan
The complete data collection plan including the above objectives and the corresponding evaluation levels can be found in Appendix B. Also described in this plan are the measures that will be used to forecast potential results, the data estimation methods and instruments, data sources, timing, and job title responsible for each of the broad project objectives formulated for this ROI case study. The data collection instruments that will be utilized in this study include the use of a pre-implementation manger's questionnaire and key business data on the staff turnover rate, which will be calculated from data collected in the questionnaire used for levels 2 and 3.
Isolation Methods
As stated earlier, JCC management requested a ROI forecast prior to making a decision on implementing a structure new hire OJT program, due to extremely tight training budget constraints. So, the isolating method used for this project will be forecasting. The forecast will be based on data gathers from an employee job satisfaction survey, a management questionnaire, and from case studies where other organizations similar to JCC are utilizing structure new hire OJT. Diagram 1 shows how the ROI methodology is changed when forecasting ROI in a Pre-Program Model, which is being utilized in this project (ROI Institute, 2006). This diagram indicates that there is no need to isolate the effect of the program at this point in the ROI process, because only forecasted data rather than actual program data is being collected at this stage. Although forecasting can often lead to data credibility and accuracy issues, it remains the most appropriate isolation method for this project. Refer to the data collection plan in Appendix B for the estimated change in data and how that data will be converted to level 4 business results.
Diagram 1: Forecasting ROI Re-Program
Converting Turnover Data to Money
When utilizing current research in determining the cost of staff turnover, The average minimum cost of staff turnover at the JCC year #1 rate would equal $31,866.72 or $1874.51 per direct care staff position. See Appendix A for complete details.
Turnover cost estimated were also collected by interviewing the Program Director (PD) of JCC, who is the highest ranking manager in this organization. The PD estimated the average cost of direct care staff turnover at $500 per staff position, which would equate to $8,500 in direct care staff turnover costs in year #1 of operation. During this meeting, the PD was made aware of the years #1 direct cares staff turnover rate of 85% and how that rate compares to the Human Services Industry average of 40% turnover. See table 2 for more details. When ask what JCC could do with an extra $4500 in its budget, the PD responded, "We could start by increasing wages for direct care staff so that we can be more competitive with other providers in our area." So, reducing the JCC staff turnover rate in a one year period from 85% to 40% was set as the goal for this project.
Table 1: Turnover costs as estimated by JCC Program Director
Key Turnover Metric
| Dollar amount
|
Costs to replace one direct care staff position annually | $500 |
Number of direct care positions replaced in year #1 | 17 |
Cost of staff turnover in year #1 | $8500 |
Cost of staff turnover based on industry averages | $4000 |
The difference between JCC and industry | $4500 |
The turnover data in tables 1 was compared with the data in Cost of Turnover based on available research in Appendix C. This comparison showed that the turnover cost estimates that the JCC PD supplied were much lower than the researched costs. In this case, Phillips' guiding principle #4 was applied, which states, "When analyzing data, choose the most conservative among alternatives" (Phillips, 2003). So, the Table 1 staff turnover cost estimates will be utilized.
In order to forecast the potential reduction in direct care staff turnover from JCC participating in a Structured New Hire OJT program, two house managers will participate in a House Manager Questionnaire, providing answers to questions related to measuring the keys turnover business metrics that are to be improved by the Structured OJT program. Details are laid out in Table 2. Also, see Appendix D for a detailed description of the ROI Analysis Plan for this forecasting project.
Table 2: House Manager Questionnaire Items
1. What is your experience in conducting structured OJT with newly hired staff? |
2. Based on your experience, what are the benefits of using a structured new hire OJT program versus the new hire process utilized by JCC in year #1? |
3. Staff turnover for year #1 at JCC was 85% (17 of 20 direct care staff positions). This is significantly higher than the national average of 40% (8 of 20 positions). Based on your previous experience, what percentage of reduction in direct care staff turnover should be expected from implementation of the Structured new hire OJT program? |
4. What factors did you consider in your estimate? |
5. How many staff position per year does your percentage equal? |
6. Which of the following statements best describes your recommendation for going forward with implementing the New Hire Structured Orientation Program being considered by JCC?
- I strongly disagree with implementing the program.
- I somewhat disagree with implementing the program.
- I do not agree or disagree with implementing the program.
- I somewhat agree with implementing the program.
- I strongly agree with implementing the program.
|
Prior to implementing this questionnaire to the house managers, an overview meeting of the ROI Forecast Study was conducted. In attendance were the two house managers, the PD and the performance consultant conducting the forecast study. During this meeting the planned interventions were laid out in detail and backed up with current research on staff turnover and the use of Structured OJT (Jacobs, 2003). The fully loaded costs of implementing the program were also detailed to the management team during this meeting. Table 4 shows the fully loaded costs. Each team member agreed that these numbers look like an accurate assessment of the costs involved in this project.
Table 3: Fully Loaded Costs per Staff Position of Implementing New Hire Structured OJT
Cost Category (per position) | Dollar Amount |
Direct Care Staff Training Wages (@$9.00/hr.) | $ 270.00 |
Manager's wages for Mentoring (@$12.50/hr) | $125.00 |
Training Materials: Training Manuals for Managers and New Hires (One time: $20 each x 2 manuals), copies, ink, and pens.(1 time expense) | $40.00 |
Consulting Fee for Performance Consultant (1 time expense) | $2,000.00 |
Managers wages for TTT (1 time expense) | $50.00 |
Advertising Costs per new hire. | $26.00 |
TOTAL COSTS (Initial Implementation) | $2511.00 |
Cost of subsequent Implementations | $421.00 |
ROI Forecast
In order to forecast ROI for the implementation of the New Hire OJT Program, The following formula from ROI Institute, (2006, p.50) was used:
ROI (%) = | Net Monetary Benefits
Program Costs | X 100 |
A credible ROI forecast will be calculated using the data collected from the House Manager Forecasting Questionnaire in table 2, and using the fully loaded costs of implementing the New Hire OJT program in table 3 above.
Results Communication Plan
According to Phillips (2003), it is just as important to establish and maintain the communication of results with key stakeholders through out an intervention project as it is to achieve those results. Without clear, accurate, unbiased, timely, and consistent communications throughout the process, stakeholders may take on a negative impression of the performance consultant or HRD team. In the Results Communication Plan table located in Appendix F, the seven principles of communicating results that Phillips (2003) describes is used as a checklist, followed by a description of critical elements of the results communication plan, including the stakeholder(s) communication needs the time frames for development and delivery of the project communications.
1) Timely communication and 2) targeting specific audiences were accomplished in this project using three methods; a preview meeting, timely briefing through email correspondence, and an end of project results briefing. House managers, the PD and the owner of JCC were included in each communication method. 3) Media was carefully selected to meet the communication needs of each stakeholder, and included face-to-face meetings and briefings, email, an online questionnaire, and the use of a Power Point Presentation. Each medium of communication was chosen based on its timeliness, effectiveness, and impact on the recipient. 4) Consistent, 5) unbiased and modest communications were maintained by communicating results in the same way in which they were gathered and tabulated. They key elements that were considered were the use of Phillips' guiding principle #4 which states, "When analyzing data, choose the most conservative among alternatives" (Phillips, 2003), and the use of fully loaded costs in tabulating and calculating the projected ROI for the New Hire Structured OJT Project. 6) The closest thing to a testimonial in this study would be the opinions based on experience that the two house managers communicated during their participation in the online House Manager Questionnaire. This questionnaire format was selected as a measurement tool in part because the Owner of JCC and the PD both hold the two house managers in high regard. So, there opinions based on experience hold merit and credibility. 7) The audience's opinion of the performance consultant was somewhat of a mystery from the start of this project. No one in the management team of this organization had much experience with the performance consultant, except in a supervisor/employee relationship capacity. So, the performance consultant utilized the strengths of the organization, such as the cohesiveness of the leadership team and the competence of the two house managers as assets in building a professional relationship from which a favorable opinion could be formed. See Appendix E for complete details.
Action Plan for Improvement
This action plan for improving measurement and evaluation in the JCC organization show a timeline that spans over a 13 month period from 12/2007 to 1/2008. It accounts for everything that will need to occur in order for JCC to move forward with implementing a New Hire Structured OJT program. Additionally, action steps are included that will help the organization develop and more effectively train employees over the next year. See Figure 1 for a graphical representation of this action plan. For a details version of the plan go to Appendix D.
Figure 1: JCC Action Plan for Improvement

ROI Forecast
This ROI forecast study was designed to provide JCC, LLC ownership and management with an accurate and complete estimate of the potential return on investment (ROI) of implementing at New Hire Structured OJT program within the JCC organization. This will 1) chronicle the staff turnover performance problem in year #1 and describe the costs associated with this turnover rate, 2) provide a tested and proven intervention strategy for reducing staff turnover, 3) give accurate and credible data collection, isolation, and implementation forecasting methods, and 4) provide JCC ownership and management with a clear picture of the full costs, benefits and ROI estimates for the implementation of the recommended intervention.
For a complete presentation of the results of this ROI forecast study, please open the attached Microsoft PowerPoint presentation entitled "JCC.ppt". This Power Point presentation will be used to during the ROI Forecasting Study results briefing on 12/9/2007, which have all stakeholders in the project in attendance.
References
Erwin, R. Graber, J., and Post, G. (2007). Using ROI forecasting to develop a high impact, high value training curriculum. Business Decisions, Inc.
Retrieved on 10/3/2007 from: http://www.businessdecisions.com/Docs/ASTD%20ROI%20Chapter.doc.
Jacobs, R.L. (2003). Structured on-the-job training: unleashing employee expertise in the workplace (2nd ed.). San Francisco, CA: Berrett-Koehler.
Parsons, S., Parker, K. P., & Ghose, R. P. (1998). A blueprint for reducing turnover among nursing assistants: A Louisiana study. Journal of the Louisiana State Medical Society, 150, 545-553. As cited in: Sherlock, J., Morgan, G., and Karvonen, M. (2006). Addressing a national turnover problem from an HRD perspective: A field research study of direct care workers. Academy of Human Resource Development International Research Conference, 2006.
Phillips, J. J. (2003). Return on investment in training and performance improvement programs (2nd ed.). Woburn, MA: Butterworth-Heinemann. ISBN: 9780750676014.
Phillips, J. J., & Phillips, P. P. (2005). ROI at work. Alexandria, VA: American Society for Training & Development. ISBN: 1562864041.
Razza, N.J., (1993) Determinants of direct-care staff turnover in group homes for individuals with mental retardation. Mental Retardation, v31 n5 p284-91 Oct 1993.
ROI Institute. (2006). ROI certification: Building capability and expertise with ROI implementation. Birmingham, AL: Author.
Appendix A
Appendix B
Level | Broad Program
Objectives | Measures used to forecast potential results | Data Estimation
Methods/ Instruments | Data
Sources | Timing | Responsibility |
1. Reaction/ Satisfaction & Planned Actions | -Each manager's plan for using the structured OJT training process with new hires and all staff after the training. | -Combination of questions in Likert 1-5 scale and short answer format. | -Pre OJT program questionnaire. Questions will be related to satisfaction with current process and what actions could be taken. | - JCC house managers | - Administered to each house manager during week of Nov. 4, 2007. | -Facilitator
|
2. Learning
| - Participants will demonstrate the necessary skills to perform effective structured new hire OJT.
- Train-the-trainer (TTT) participants will demonstrate a basic understanding of the structures OJT process. | - Combination of questions in Likert 1-5 scale and short answer format.
| -Pre OJT program questionnaire. Questions focusing on mentoring skills, training skills, and understanding of the structured OJT process vs unstructured OJT.
| -JCC managers | - Administered to each house manager during week of Nov. 4, 2007. | -Facilitator |
3. Application Implementation | -Managers will demonstrate knowledge and skills in structured OJT. | -Completed Manager's OJT checklist with 90% of all staff.
| - Pre OJT program implementation questionnaire. Use managers as SMEs. Realistically estimate the percentage of time that you could feasibly implement a new hire OJT checklist with all staff. | -JCC managers | - Administered to each house manager during week of Nov. 4, 2007. | -Facilitator |
4. Business Impact | - Reduce annual staff turnover from 85% to 40% (17 replaced staff positions to 8 replaced staff positions).
- Save up to
$4,500 in recruiting, training, and on boarding expenses. | -$500 per each replaced direct care staff position.
-Estimate the total before and after costs 1) wages for TTT course and OJT for direct care and management staff. 2) Cost of TTT course and handbook materials. 3) Consulting fees 3) Hiring costs: advertising and background checks. | - Pre OJT program implementation questionnaire. Use managers as SMEs to rate the number of staff that will be retained per 20 positions and give a turnover percentage estimate for post OJT implementation.
Number of replaced direct care staff position multiplied by $500.
| -JCC direct care staff | - Administered to each house manager during week of Nov. 4, 2007. | -Facilitator
|
5. ROI | 25% | Comments: Positive Return on Investment Expected. |
Appendix C
Cost of Turnover based on available research
JOB TYPE/CATEGORY | TURNOVER COST RANGES AS A PERCENT OF ANNUAL WAGE/SALARY |
Entry Level - Hourly, Non Skilled (e.g. Fast Food Worker) | 30 - 50% of annual salary (Phillips, 2006) |
Lowest direct care wage per hour | $9.00/hr |
- Key Turnover Metric
| Dollar amount
|
Average direct care staff wages per year | $235,872 |
Average annual wage per staff position | $11,793.60 (annual wages/20 total staff positions) |
Lowest average annual cost of replacing one staff position | $3538.08 (30% of $11793.60) |
Total cost of staff turnover for JCC in year #1 of operation | $60,147.36 (17 staff positions * $3538.08) |
Total cost of staff turnover if equal to industry averages | $28,280.64 (8 staff positions * 3538.08) |
The difference between JCC in year #1 and the human services industry | $31,866.72 |
Cost of JCC year #1 staff turnover per direct care staff position | $1874.51($31866.72/17) |
Appendix D
Data Items (Usually
Level 4) | Methods for Isolating the Effects of the Program/
Process | Methods of Converting Data to Monetary Values | Cost Categories | Intangible Benefits | Communication Targets for Final Report | Other Influences/
Issues During Application | Comments |
Direct care staff turnover rate (annual)
Manager Forecasting Questionnaire
|
Forecasting ROI prior to intervention.
Forecasting ROI prior to intervention.
|
Number of staff positions replaced per year multiplied by $500
Managers will convert their own data based on the average cost of turnover per direct care staff person and their estimates of the success of the New Hire Orientations Structured OJT Program | Staff training wages
Managers wages for TTT (1 time expense)
Managers wages for mentoring
Advertising Costs
Consulting Fee for Performance Consultant (1 time expense)
Costs of materials: Training Manuals for Managers and New Hires (One time: $20 each x 2 manuals), copies, ink, and pens. (1time expense). | Increase in company income from consumer per deums ($ per day per resident served) paid to JCC, as consumers will be happier with the quality of services provided.
Increased customer satisfaction due to more consistency in services.
Increased referrals for new consumers from Counties due to better reputation in the industry. | Home Managers, Program Director and Owner of JCC.
JCC ownership group. | Interruptions during administration of House Manger Forecasting Questionnaire
One consumer moving into the residential program and one consumer leaving. | Recent force field analysis revealed a need for JCC ownership to be included in the ROI communication plan. |
Appendix E
Results Communication Plan: New Hire Structured OJT Forecast.
| Stakeholder's Needs |
Timely Communication | - Overview of ROI Forecast Project
- Meeting setup on 11/12/07 and conducted on 11/19/07
- Overview document emailed to Owner on 11/20/07
- House Manager Questionnaire
- Developed online: completed 11/26/07
- Implemented 11/27/07. Both Managers participated online.
- Results tabulated 11/28/2007
- Results emailed to Owner, PD, and two Managers on 11/29/07
- Briefing on Results of ROI Forecast Study for New Hire Structured OJT program.
- Development completion date: 12/7/07
- Briefing schedules on 12/5/07 and conducted on 12/9/07.
|
Targeted to Specific Audience | The Owner of JCC, the Program Director (PD) and the two House Managers will all be included in communications in the ROI Forecast Study.
- The Overview of the ROI Forecast Project should include the PD and House Managers, and an email can be send to the Owner containing a detailed overview.
- The results of the House Manager Questionnaire should be emailed to each of the stakeholders separately.
- The results of the ROI Forecast Study should be communicated in a face-to-face briefing and should include all stakeholders.
|
Media Carefully Selected | Media included this communication plan was, face-to-face meetings and briefings, email, an online questionnaire, and the use of a Power Point Presentation. Each medium of communication was chosen based on it's timeliness, effectiveness, and impact on the recipient. |
Consistent, Unbiased and Modest | Results were communicated in the same way in which they were gathered and tabulated. They key elements that were considered were the use of Phillips' guiding principle #4 which states, "When analyzing data, choose the most conservative among alternatives" (Phillips, 2003), and the use of fully loaded costs in tabulating and calculating the projected ROI for the New Hire Structured OJT Project. |
Are Testimonials from Respected Individual's | The closest thing to a testimonial in this study would be the opinions based on experience that the two house managers communicated during their participation in the online House Manager Questionnaire. This questionnaire format was selected as a measurement tool in part because the Owner of JCC and the PD both hold the two house managers in high regard. So, there opinions based on experience hold merit and credibility. |
The Audiences Opinion of the Performance Consultant | This component of the communication process for this project was somewhat of a mystery from the start. No one in the management team of this organization had much experience with the performance consultant, except in a supervisor/employee relationship capacity. So, the performance consultant utilized the strengths of the organization, such as the cohesiveness of the leadership team and the competence of the two house managers as assets in building a professional relationship from which a favorable opinion can be formed. |
Appendix F
Action Plan for Improvement
Issue | Actions | Start Date | End Date | Responsibility |
1.Perception of Performance Improvement
| Implement the New Hire Structured OJT Program, and continue to work with the performance consultant on performance improvement projects. | 1/1/2008 | 12/31/2008 | PD and Owner |
2. Needs assessment/ analysis | Conduct a thorough training and performance improvement needs assessment/analysis for JCC. | 1/1/2008 | 1/15/2008 | Performance Consultant per PD or Owner |
3. Objectives | Develop and review learning objectives to be included in the New Hire Structured OJT program, both for the OJT process and for the TTT process. | 12/14/2007 | 12/21/2007 | Performance Consultant per PD or Owner |
4. Reaction measures | Develop and review reaction measures to be included in the New Hire Structured OJT program, both for the OJT process and for the TTT process. | 12/14/2007 | 12/21/2007 | Performance Consultant per PD or Owner |
5. Learning measures | Develop and review reaction measures to be included in the New Hire Structured OJT program, both for the OJT process and for the TTT process. | 12/14/2007 | 12/21/2007 | Performance Consultant per PD or Owner |
6. Application measures | Develop and review application measures to be included in the New Hire Structured OJT program, both for the OJT process and for the TTT process. | 12/14/2007 | 12/21/2007 | Performance Consultant per PD or Owner |
7. Impact measures | Implement Impact measures developed in the ROI Forecast Study. | 1/1/2008 | 1/3/2008 | Performance Consultant per PD or Owner |
8. ROI measures | Measure actual ROI of New Hire Structured OJT 6 months and one year after implementation of the program. | 1/1/2008 | 12/31/2008 | Performance Consultant per PD or Owner |
9. Use of technology | Develop and Implement online surveys and online learning components in the New Hire Structured OJT program. | 12/14/2007 | 12/28/2007 | Performance Consultant per PD or Owner |
10. Communicating results | Use the communication plan outlined in the ROI Forecast Study to communicate results during the full implementation of the OJT program. Add monthly updates via email to PD and Owner on new hire reaction results and a 6 month projection report on ROI. | 1/1/2008 | 12/31/2008 | Performance Consultant per PD or Owner |
11. Management influence | Help management develop and implement consistent and effective employee incentives as a part of the structure OJT program. | 2/21/2008 | 2/22/2008 | Performance Consultant, PD and Managers |
12. Staff development | Recommend that JCC develop and implement a staff development plan. | 12/20/2007 | 12/27/2007 | PD and Managers |
13. Roles/responsibilities | Solidify, document and distribute direct care staff job descriptions. One for Full Time and one for Part Time | 12/24/2007 | 12/31/2007 | House Managers |
14. Communicating results | Repair Turnover Reduction Project Report.. | 12/31/2008 | 1/7/2009 | Performance Consultant |
15. Communicating results | Present Turnover Reduction Project Report. | 1/15/2008 | 1/16/2008 | Performance Consultant |