The length of time depends on the role. For some of our direct care positions, the hiring process tends to be a shorter time frame than for other types of roles such as clinicians, administrative/support, or leadership roles. Average turnaround on direct care roles is 2-4 weeks; other roles can be 1-2 months. The process is to submit an application and resume (you can apply directly on Indeed). HR and the hiring managers vet applications based on qualifications required by the role. Hiring Managers interview vetted applicants-typically a screening interview first followed by an interview with hiring committee. If there is a top applicant, there will be an offer, if not a top applicant the role continues to stay open and the process repeats. Final hire is dependent on reference checks, background checks and dept. of motor vehicles record check. If the candidate has lived in different states, it take longer to perform background check.
Answered by Intermountain
Intermountain strives to be an organization that employees are able to experience opportunities for personal and professional growth and experience the joys of work that is meaningful and making a difference in our community. The work culture is based on self-directed teams and high accountability for employees. We encourage good communication and for this to be effective, it requires a commitment by all parties involved to seek to understand each other and make informed and unified decisions.
In regards to our former employee who answered this question:
Intermountain is a mission driven organization and we do value the work done by employees. All areas of the organization employees have a unique contribution to the mission. That being said, the behavioral healthcare field is a difficult and volatile industry. It is a continual balance to be fiscally sustainable while being able to hold onto a high mission value. Intermountain has not provided a COLA across the organization for a few years due to the continued lag in fees for services we provide. We fund raise almost 25% of our annual budget in order to maintain quality outcomes and hire and retain quality staff. Instead of a COLA, we have sought to implement creative ways to give increased pay for performance and targeting direct care roles. We felt that this was a better manner to increase pay as opposed to a COLA which is equally applied to all employees. Things that we have implemented over the last few years include:
Bonus Pay for High Performance
Creating a career ladder within a certain direct care role to allow for advancement in pay and responsibility in order to support retention.
Adjustments for Market Roles requiring expertise or liscensure
Pay for licensing fees and malpractice insurance
Factoring adjustment for current non-market roles
Pay for time to study and attain an additional type of license
Career mobility within the organization-promotion to different roles
Pay for training or attending conferences
Supporting work teams to go away on a retreat (providing coverage and pay for hours away and cost of the retreat)
Flexible working hours for certain types of roles
The provision of a higher staff/client ratio to support a safe and impactful treatment environment
Regarding benefits-we offer Health, Dental, Vision, Life Insurance, Pension with a 4% match from Intermountain, a rich leave benefit, holiday pay
Our Health Insurance is the same coverage we have had for the previous 4 years-but it has been under 3 different companies. This is difficult for employees as they have to change processes to use. We have purposefully made these changes to keep the cost of increases low such that we would be able to continue to offer the same level of benefits and not have to pass on increases to employees or to their families. Employees are required to take a more active role in managing their insurance; but this is true across the industry, not just with our insurance. Due to these changes, our HR Department and our broker company offer easily accessible support for anyone who needs help in figuring anything out with insurance.
We are sorry that this was your experience and wish that you would have accessed the help available to you while you were employed with us.
Answered by Intermountain
Paperwork. Billing insurance companies and Medicaid brings with it a certain level of work and time demands that can make a job feel very challenging at times.
Generally positive, occasionally overwhelmed--but that is when I overload my own schedule and is generally by my choice.
Formally, what employees report in exit interviews are:
1) Personal Reason (getting married, moving, stay home mom, etc.)
2) Pay or Benefits
3) Supervisor relationship
4) Career advancement (going back to school, taking a different job in different field)
That depends on the role. Most of our positions offered are full time working 40 hours/week. Some roles are in an outpatient setting and typically follow hours that are in a business day, some providers like to offer after school into evening hours so they might start their day later and end in the evening. It is dependent on the area you are working in and purpose/goals of the service. In our 24/7 program, it also depends on your role; but for direct care with a set schedule-they typically work 4 days on and 3 days off. Some of those shifts tend to be longer on the weekend days. If you are considering applying for any role, you can always ask about the schedule by contacting HR and if we don't immediately know the answer we can put you in contact with the hiring supervisor to discuss more specifics.
Answered by Intermountain
Intermountain offers different types of leave and believes in supporting employees.
Personal Leave: As an organization, we believe that the way an employee needs to use leave changes over the course of their life and situation. If you have a young family, odds are you need more sick leave than vacation leave. If you are younger in age, you probably want to use more vacation leave. Therefore-we combined both vacation and sick days into one type of leave. This leave is your compensation and if you leave the organization anything that is banked is paid out to the employee. The amount banked is also allowed to carry over to new fiscal/calendar years-we don't have a use it or lose it policy.
1-3 years- 120 hours maximum to bank; accrual rate is 4.62 hours/pay
3-4 years- 240 hours maximum to bank; accrual rate is 6.15
6-7 years- 240 hours maximum to bank; accrual rate is 7.07
8+ years- 240 hours maximum to bank; accrual rate is 7.69
Extended leave: Intermountain chooses to offer an additional cushion of leave to help support employees in times of great need. additional leave offered to employees who are experiencing a serious illness or injury, medical complications of complications of pregnancy/birth, or additional support for work related injuries. The idea is that after an employee has used 40 hours of personal leave, they can request to use extended leave provided it meets the criteria for use. This supports the employee to focus on getting better and returning to work instead of worrying about leave and how they will make it through the difficult time. This type of leave accrues at a slower rate of 3.33 hours/month or 5 days per year with a maximum accrual of 240 hours. This leave is not considered part of an employees compensation and is not cashed out when an employee leaves.
Donated Leave: Even with the leave we provide, there are times that employees experience extreme circumstances or illness that go beyond what leave they have. If employees meet the criteria (same as is above in extended leave) they may requested donated leave from other staff. Usually when a request goes out, the need is met by employees donating their leave in 10-15 minutes!
Family Medical Leave: Intermountain follows the FMLA law regarding this type of leave.
Bereavement Leave: When an employee experiences the loss of a family member; Intermountain provides up to 5 days of leave (max of 40 hours) to support the employee during this time.
Holiday: Intermountain offers 7 paid holidays; employees in areas not providing 24/7 care receive 8 hours of paid time; employees in 24/7 services receive either 8 hours leave or if they work the holiday they receive time and a half.
Other types of leave: Military, Maternity/Paternity/Adoption, Jury Duty
Regarding our former employee that answered this question: We are sorry that you felt this way regarding sick leave. We wish we had the opportunity to support you in understanding how to use your benefits in a way that would have supported you. We do have sick leave, it is combined with vacation and we call it personal leave. This leave is available to you when you are sick. Regarding extended leave, again we are sorry you felt there were too many hoops to jump through, but we do need to have guard rails on the use of this type of leave and it can't meet every type of need and employee has unfortunately. The definition of use does cover a wide range of extreme circumstances, but can't cover all of them. We are one of few organizations, especially non-profits, that even offer this type of leave.
Answered by Intermountain
In 2018 our average number of employees was 220.
I was interviewed by my current supervisor, the (now) Education Director, and the Program Operations Manager. I was really nervous, but quickly felt very relaxed. I was given questions ahead of time to think about and the interview was conversational. I did not feel as though I was being tested or having to prove myself. I did feel as though they were interested in my personality and point of view.
Fast. We work with children and families with histories of mental illness. This creates a lot of stress and demands on time. The organization strives to support this part of the job, yet it is something that we often encounter in this line of work.