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Our Family Is Crazy
Derek's Message

2.13.20
By: Derek Fenwick
Date: February 13, 2020

Setting Us Apart from the PAC(k): Our 2020 People Initiatives

Over the last five years, we have worked hard to prepare ourselves and our company for the biggest change in post-acute care (PAC) in 20 years. October has now come and gone, and it’s time to dig into our new reality and get gritty. “Grit” is the word of the year for our operations team: the ability to persist in something you feel passionate about and persevere when you face obstacles. And it couldn’t be a more perfect word to define where our people initiatives are going in the year ahead.

Let’s just run right of the gate. Here’s what we aim to accomplish in 2020:

To be widely and clearly recognized as the employer of choice in post-acute care rehab by developing our workforce at Infinity Rehab to be the strongest group of clinicians, managers, and leaders delivering the best patient outcomes found anywhere in the industry.

Hopefully this looks familiar to you, with an added twist of course. This the aim statement we’ve been pursuing for the last 3+ years in prep for PDPM, with our new clarifier added in bold. We have become the employer of choice in post-acute care. Check out our Glassdoor score against our competitors, our recertification as a Great Place to Work, the recent case study written about us, or the high level of employee referrals we have into the company for your proof. Now it’s time to make sure the rest of the world knows what we know.

Five overarching goals will guide us toward this aim:

  • Infinity demonstrates industry-leading HR practices to maintain dominance within the PAC sector.
  • Every employee experiences a diverse, equitable, and inclusive culture at a great place to work.
  • Employees experience a culture of ongoing learning and development.
  • Employees experience a high performing and engaged culture.
  • Infinity attracts and retains a pool of highly trained clinicians and managers.

These goals have many detailed strategies and measures that you can see in the attached PDF. Overall these goals will press Infinity forward in several key opportunity areas while connecting with the company goals of our peers at Avamere and Signature where there are shared priorities.

Let’s pull out three specific ways we’re going to reach our aim:

We are doubling down on our irresistible culture with a focus on diversity, equity, and inclusion.

Three years ago, we benchmarked our people practices against the world’s best organizations and learned we were doing good, but not yet great. To become great, we had two main opportunity areas: 1) making diversity, equity, and inclusion (DEI) a proactive focus, and 2) using more data to drive our people decisions (more to come on that). Over the last couple years, we have been chipping away at this goal, but now that we’re through PDPM, it’s time to push this effort into overdrive. Check out the DEI article later in this Insider to learn more about how we plan to make Infinity a great place to work for every single individual in our company, and for the hundreds more to come who will be drawn to the overall work experience we offer and choose to call Infinity “home” for the bulk of their careers.

We are going Platinum.

Our Clinical Champions program has begun to give employees within our company the opportunity to pursue individual excellence by combining key behaviors with our clinical model to stand out. We are so proud of the nearly 80 clinicians who can count themselves among the Level 2 & 3 Clinical Champions we now have across the company. But you know as well as I do that excellent clinical care doesn’t happen solely at the hands of individuals. Rather, it is a team of practitioners and other support personnel who must come together to deliver the optimal patient outcomes we aim to provide.

For this reason, we are busy working on a new recognition program called Infinity Platinum that will identify and celebrate teams at the program-level who embody the Infinity culture through their delivery of our clinical model and commitment to our vision. We’re currently in the very early stages of designing this program, so be on the lookout for more details to come on this later this year.

We will demonstrate people practices in line with the top 3% of companies our size worldwide.

No matter how long you’ve been at Infinity, you likely know that we base everything we do on research and evidence. Our people efforts are no different. As I mentioned above, our progress forward in recent years has been largely guided by outside influencers such as the Institute for Healthcare Improvement and our partner Bersin by Deloitte, who conducted a benchmarking exercise with us about three years to identify just exactly where our people practices stand against the best of the best. In a snapshot, here’s what we learned:

In 2017, we learned that we are right on track with 90% of other companies our size (aka “mid-market”), coming in firmly at Level 2 on a tool that looked across a wide range of areas of our business including, among other things:

·       Talent strategy

·       Sourcing and selecting

·       Strategic diversity and inclusion

·       Leadership and learning culture

·       Performance management

·       Procedural fairness

We also found the clarity for growth that we were seeking. We set out to reach Level 3 by 2020, becoming an organization that can firmly claim characteristics such as these:

  • Clear talent strategy and analysis-based understanding of the workforce
  • Nascent execution of systemic talent relationships
  • Targeted, integrated, and effective leader growth activities
  • Strong learning culture
  • Moving beyond compliance-based diversity and inclusion activities

Over the last three years, we have done just that, with examples of our progress including among other things: our relentless focus on becoming a simply irresistible organization, advances in our performance management practices, better use of people data and stronger people analytics powered by Ultipro and Smartsheet KPIs, our Clinical Champions program rollout, DIG into Mentorship program rollout, continued growth of our Leadership Academy, and a DEI Toolkit for early progress in that space. We are getting set to reassess our overall maturity in late 2020, with the aim of joining the elite group of 3% of companies our size who have achieved Level 3 status worldwide. This designation will even more clearly set up apart from our PAC competitors as the widely-recognized employers of choice, and – perhaps most excitingly – allow us to begin our work to become the first ever Level 4 mid-market company in the world.

We are excited to enter 2020 on this exciting trajectory for our people initiatives, and I invite YOU to help push us to our 2020 goals in your day to day work in whatever way you are called, because you are the reason that we can all be proud to call ourselves Infinity Rehab.


Derek's Message 2.13.20

By: Derek Fenwick
Date: February 13, 2020


Setting Us Apart from the PAC(k): Our 2020 People Initiatives

Over the last five years, we have worked hard to prepare ourselves and our company for the biggest change in post-acute care (PAC) in 20 years. October has now come and gone, and it’s time to dig into our new reality and get gritty. “Grit” is the word of the year for our operations team: the ability to persist in something you feel passionate about and persevere when you face obstacles. And it couldn’t be a more perfect word to define where our people initiatives are going in the year ahead.

Let’s just run right of the gate. Here’s what we aim to accomplish in 2020:

To be widely and clearly recognized as the employer of choice in post-acute care rehab by developing our workforce at Infinity Rehab to be the strongest group of clinicians, managers, and leaders delivering the best patient outcomes found anywhere in the industry.

Hopefully this looks familiar to you, with an added twist of course. This the aim statement we’ve been pursuing for the last 3+ years in prep for PDPM, with our new clarifier added in bold. We have become the employer of choice in post-acute care. Check out our Glassdoor score against our competitors, our recertification as a Great Place to Work, the recent case study written about us, or the high level of employee referrals we have into the company for your proof. Now it’s time to make sure the rest of the world knows what we know.

Five overarching goals will guide us toward this aim:

  • Infinity demonstrates industry-leading HR practices to maintain dominance within the PAC sector.
  • Every employee experiences a diverse, equitable, and inclusive culture at a great place to work.
  • Employees experience a culture of ongoing learning and development.
  • Employees experience a high performing and engaged culture.
  • Infinity attracts and retains a pool of highly trained clinicians and managers.

These goals have many detailed strategies and measures that you can see in the attached PDF. Overall these goals will press Infinity forward in several key opportunity areas while connecting with the company goals of our peers at Avamere and Signature where there are shared priorities.

Let’s pull out three specific ways we’re going to reach our aim:

We are doubling down on our irresistible culture with a focus on diversity, equity, and inclusion.

Three years ago, we benchmarked our people practices against the world’s best organizations and learned we were doing good, but not yet great. To become great, we had two main opportunity areas: 1) making diversity, equity, and inclusion (DEI) a proactive focus, and 2) using more data to drive our people decisions (more to come on that). Over the last couple years, we have been chipping away at this goal, but now that we’re through PDPM, it’s time to push this effort into overdrive. Check out the DEI article later in this Insider to learn more about how we plan to make Infinity a great place to work for every single individual in our company, and for the hundreds more to come who will be drawn to the overall work experience we offer and choose to call Infinity “home” for the bulk of their careers.

We are going Platinum.

Our Clinical Champions program has begun to give employees within our company the opportunity to pursue individual excellence by combining key behaviors with our clinical model to stand out. We are so proud of the nearly 80 clinicians who can count themselves among the Level 2 & 3 Clinical Champions we now have across the company. But you know as well as I do that excellent clinical care doesn’t happen solely at the hands of individuals. Rather, it is a team of practitioners and other support personnel who must come together to deliver the optimal patient outcomes we aim to provide.

For this reason, we are busy working on a new recognition program called Infinity Platinum that will identify and celebrate teams at the program-level who embody the Infinity culture through their delivery of our clinical model and commitment to our vision. We’re currently in the very early stages of designing this program, so be on the lookout for more details to come on this later this year.

We will demonstrate people practices in line with the top 3% of companies our size worldwide.

No matter how long you’ve been at Infinity, you likely know that we base everything we do on research and evidence. Our people efforts are no different. As I mentioned above, our progress forward in recent years has been largely guided by outside influencers such as the Institute for Healthcare Improvement and our partner Bersin by Deloitte, who conducted a benchmarking exercise with us about three years to identify just exactly where our people practices stand against the best of the best. In a snapshot, here’s what we learned:

In 2017, we learned that we are right on track with 90% of other companies our size (aka “mid-market”), coming in firmly at Level 2 on a tool that looked across a wide range of areas of our business including, among other things:

·       Talent strategy

·       Sourcing and selecting

·       Strategic diversity and inclusion

·       Leadership and learning culture

·       Performance management

·       Procedural fairness

We also found the clarity for growth that we were seeking. We set out to reach Level 3 by 2020, becoming an organization that can firmly claim characteristics such as these:

  • Clear talent strategy and analysis-based understanding of the workforce
  • Nascent execution of systemic talent relationships
  • Targeted, integrated, and effective leader growth activities
  • Strong learning culture
  • Moving beyond compliance-based diversity and inclusion activities

Over the last three years, we have done just that, with examples of our progress including among other things: our relentless focus on becoming a simply irresistible organization, advances in our performance management practices, better use of people data and stronger people analytics powered by Ultipro and Smartsheet KPIs, our Clinical Champions program rollout, DIG into Mentorship program rollout, continued growth of our Leadership Academy, and a DEI Toolkit for early progress in that space. We are getting set to reassess our overall maturity in late 2020, with the aim of joining the elite group of 3% of companies our size who have achieved Level 3 status worldwide. This designation will even more clearly set up apart from our PAC competitors as the widely-recognized employers of choice, and – perhaps most excitingly – allow us to begin our work to become the first ever Level 4 mid-market company in the world.

We are excited to enter 2020 on this exciting trajectory for our people initiatives, and I invite YOU to help push us to our 2020 goals in your day to day work in whatever way you are called, because you are the reason that we can all be proud to call ourselves Infinity Rehab.

© 2019 Avamere Family of Companies
© 2019 Avamere Family of Companies
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© 2019 Avamere Family of Companies