Increases in recruitment and retention saved Fairview-University Medical Center more than $8 million in 2003.

Partnerships with area colleges, less turnover and more intern programs, and professional recruitment resulted in lower temporary and overtime labor costs, said Terry VanderEyk of recruitment and retention services for Fairview.

VanderEyk said some of the money saved by retaining employees will be used to expand the partnership programs Fairview started.

Also, because of increased employment, VanderEyk said Fairview opened more beds in pediatrics and intensive care.

Replacement labor costs decreased from 9.5 percent in 2002 to 6.5 percent in 2003, according to a Fairview newsletter.

The newsletter said employment rates for difficult-to-fill clinical positions and all-staff turnover retention rates improved from 2002. The newsletter also said temporary staff, overtime and registered nurse turnover has declined.

Fairview’s registered nurse and total employee turnover stayed below the national average for 2003.

VanderEyk said Fairview also implemented several new programs during the last two years.

One program is a partnership Fairview developed with the University, the College of Saint Catherine and Augsburg College.

Students who have their baccalaureate degrees in any field can attend these schools on scholarship in exchange for working at Fairview in pursuit of a medical career.

When students complete the program and are certified, they make a commitment to Fairview for about two to three years, VanderEyk said.

VanderEyk also said Fairview added three full-time onboarding positions a year and a half ago.

The onboarding staff is responsible for staying in contact with and helping new employees with any concerns.

“It’s critical for the first two years to have people there to help and provide support when new hires are starting out,” VanderEyk said.

Raeann Ruberg, new hire support coordinator for labs, pharmacy and radiology at Fairview, said she helps employees transition into the medical field.

“It’s all about connecting with a new employee, even before they start working here,” Ruberg said.

Ruberg said she is a liaison between new hires and department managers.

“I can’t make change directly,” Ruberg said. “But I am one more resource for new employees. When they come to this very large hospital, they feel more welcome and they know another person and have another resource.”

VanderEyk said there are incentives for long-term employees to work toward, such as longevity benefits, recognition dinners and education opportunities that were added two years ago.

The results in gained retention and recruitment have already compensated for the price of adding these new positions and programs to Fairview, VanderEyk said.

“The results have obviously really paid off,” VanderEyk said.

“It has been a worthwhile investment.”

VanderEyk said Fairview was nationally recognized for its ability to make new hires over a short timeframe, earning it the Spirit of Excellence Award for Team, given by Sodexho Health Care Services and Modern Healthcare magazine.