Clint Maun, CSPWith staffing problems a common
concern throughout healthcare, it has become extremely important to
consider how organizations operate and their plans into the future. It
is critical for today’s healthcare businesses to start taking proactive
steps in recruitment and retention efforts. Many organizations are
putting recruitment, selection and retention teams together to assist
with their efforts toward consistent service delivery. These teams have
begun to address the issues associated with the new workforce. This is
particularly important as it relates to dealing with younger employees
joining today’s organizations. If we want an organization in the future
that delivers service in a quality manner on a consistent basis,
without undue worry, we must tackle the young employee opportunity.
Today’s
young healthcare employee is very eager to express themselves. They
want their say, right now. They want to be included in teams, but those
teams must have meaning. You can’t involve a young employee (under 25
years of age) in a feel good team. They want involvement in true
teaming with meaningful outcomes for the organization and themselves.
We must also tackle the issue of benefits and incentives for the young
workforce. In today’s healthcare organizations, many young employees
are not as interested in accumulating benefits, perks and incentives
for later use. The older workforce was taught that you stored, you
hoard and you wait for your benefits, or take time off for holidays,
insurance, retirement, etc.
The young workforce, whether it’s
seen as positive or negative, wants “it” now. In many cases they are
interested in having the cash only, instead of the benefits. The
problem is that if we don’t address the issue of their involvement in
the benefit program, then we’re left to provide benefits for a more
senior employee population which possesses a certain risk with that
particular position. Strategic positioning of continuing to keep senior
employees and at the same time, trying to recruit a young workforce is
a vital initiative for most healthcare organizations.
On another
topic, the young workforce is particularly eager to enjoy work while
they are working. The senior workforce was taught that you work hard,
then play. While you don’t want to destroy that mindset, we address the
issues of the young workforces’ need to enjoy work while at work. They
don’t want to wait for the annual employee picnic, holiday party or
once a month dress down day to feel that work is meaningful. It doesn’t
mean we have to lower the bar and let total fun and merriment be the
rule. We must get work done and take care of people, and put
environments in place that allows people to be proud and happy at work
at all levels. For the young workforce that means they need to have fun
and enjoy their work at the same time.
It is not the
responsibility of the management team or senior professionals to create
a fun work environment. It is our job to actively discuss how to create
an environment that is conducive to their needs, which may be different
than the needs of many of the senior workers.
We must also look
at how we address the issues of time off and scheduling. Today’s young
workforce wants to be involved in their schedule and time off. They are
willing to be part of team based decisions. They are not however,
willing to wait for their turn for time off if the facility supports a
seniority system where senior workers have the “ear” of the scheduler.
The younger workforce has many things to do in their life and does not
consider work as the only meaningful involvement they have during a
life span. We need to discuss with them team based scheduling options
to involve the entire work population on a unit shift or department in
discussions related to vacation, holidays, long weekends, etc.
Younger
workers try new jobs, explore new locations and have a more mobile
outlook to their careers. They will be flexible in their relationship
with us, regarding when they can work and under what conditions. But,
they will not give us their soul for their entire work career. With
that in mind, it is important to realize that it is not necessary to
keep a worker in a loyalty model for their entire work career, but
rather assure that involvement with them is mutually beneficial to both
the organization and the employee. Make sure it can be developed for as
long a period of time as possible and make sure they are actively
involved in recruiting other colleagues, professionals, students and
friends. That is why involving the young workforce in meaningful team
efforts toward workplace recruitment has been very beneficial to many
healthcare organizations. These folks know a lot of people, have met a
lot of people and are willing to be involved in the efforts to help the
organization. Even if they’re not going to stay around forever
themselves, we must tap this potential.
Since the young
workforce is very interested in the concept of “now”, they want
feedback right “now”. They don’t want to wait for their annual
performance evaluation, they want to know if they’re doing it right or
wrong at the time that the performance is occurring. They want the
opportunity for positive feedback and recognition that they don’t have
to wait in a seniority model to receive. In addition, they are
interested in being involved in projects that have immediate
application. The young workforce wants to see results accomplished
sooner rather than later. This is not untrue of other workers as well,
but senior workers are conditioned to wait to see the rewards of the
effort of a project. That is not going to be true of today’s young
workforce and we need to understand what it takes to create this sense
of “now” without harming the organization’s overall performance.
In
summary, today’s young healthcare workforce can be a vital, progressive
part of the organization’s effort. The young workforce becomes critical
to continue efforts into the future so we are not relying only on a
senior workforce to carry the load with extra hours. Certainly the
maturity of today’s workforce is critical for success, assisting in the
seasoning of professionals and instilling dedicated knowledge that is
necessary to produce outcomes for today’s’ healthcare customers. To
build a strong base of business we have to commit to develop stages of
young employees’ careers by mobilizing orientation training,
reward/recognition and involvement.
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