Waves of learning credentials
One of the most disrupted industries is education, with more 3rd parties offering courses, credentials and certifications than ever before. So many young workforce entrants will avoid costly traditional secondary education/college and pursue low cost online courses to get skills. Groups like LinkedIn Learning, Coursera, edX, Udemy, Udacity, and The Khan Academy are leading the charge. Self-directed learning is driving the need for new credentialing.
Focus on upskilling and retraining current workers
There is political discussion around bringing manufacturing jobs back to America, while the media continues to publish alarmist articles on how technology advancements will eliminate jobs. But this may be smoke in mirrors; the biggest issue is finding ways to grow the U.S. worker skills gap! There are currently 6.2M job openings in the U.S. that are unfilled. Companies can’t find the right workers with the right skills, at the right time. Employers will be investing more into their training and development programs in 2018 to fill their skills gaps and reach full capacity.
Artificial Intelligence (Chatbots) become part of the workplace – but for hospitals too?
This has big HR buzz right now, with both excitement and fear. The large digital companies are concentrating on smarter products using AI. There are over 1,000 AI vendors, supporting all types of businesses and people. Companies are using Chatbots as personal assistants, on-demand customer support, data mining, streamlining processes, recovering information, and answering employee questions.
Healthcare is so hands-on and people-centric that you may think Chatbots won’t make a divot in the workforce. But the top roles it replaces are: Information clerks/help desk staff, phone receptionists, assistants, security guards, and cooks/food. Because these roles are often a first step into a healthcare career, it could throw off traditional career pipelines for large hospitals.
EAP programs get prioritized – financial acuity, plus mental health and wellness
With 78% of Americans living paycheck to paycheck and high student loan debts, workers are struggling and it affects their health. Financial struggles affect productivity and job satisfaction. Many companies are helping with loan assistance, financial planning, counseling and mental health. In 2018, mental health issues are slowly carrying less of a stigma in the workplace.
Talent professionals can’t always just give $400 to every employee to spend on health activities, but they can encourage a company culture where health and wellness are promoted day to day. Put up a walking track around the hospital, encourage a charity walk, arrange games and activities, encourage onsite flu shots, or bring in a nutritionist to speak in the break room.
Employee burnout causes turnover
Employees are burning out from working longer hours with no additional compensation, because technology has expanded the work day. A study by Kronos cites that half of HR leaders say employee burnout is responsible for 50%+ of their annual workforce turnover.
Workforce decisions sway consumer behavior
Big data and research is showing a connection between a positive employee/candidate experience and actual revenue. A major study shows that 58% of employees are less likely to buy from a company to which they’ve applied if they don’t get a response to their application. HR will focus more on candidate communications when not hired, shorten hiring process, provide more clear application instructions, and giving notice when positions are filled or no longer considered. Most hospital entry-level employees live in the neighborhoods where they apply for positions, these are future patients. So treat them well when they interact with your health brand.
Companies take diversity more seriously
This subject has been in the conversation for years, but it is reaching a tipping point where companies are investing money in improving the composition of their workforce. Many companies are creating employee resource groups to support all types of diversity, including gender, ethnicity and age. Hospitals will aim to get their staff to mirror populations of their community. Building diversity at the top of the leadership apex may take grooming employees while at lower levels.
3 in 4 Americans plan to work past retirement age. As Baby boomers maintain their leadership positions, it will be harder for younger workers to advance to new positions, which could lead to high turnover, frustration and stress. Older workers may need tech training to keep skills current, so have a plan for your facility so you can hold on to long tenured employees.
An aging workforce is especially applicable to nursing staff. According to a Fall 2017 study by AMN Healthcare, 54% of bedside nurses are at least thinking about retiring or switching to part-time employment in the next 3 years. Prepare your younger nurses to lead, and encourage them to apply for leadership positions. NCharge: “Nurses Learning to Lead” is a nurse leadership development product that may be a good fit to prepare young nurses to lead.
Leaders encourage more human interaction, soft-skill development
Living in a Tech world has led to a breakdown in basic communication skills. Employers will begin to re-emphasize soft skills like emotional intelligence, collaboration, and negotiation. Ensure that soft skills are on the agenda for employee development.
More Applicant Assessments
HR will give more assessments to a potential new hire before hiring candidates, or transitioning associates to new roles. Employers can test for technical skills or culture fit. Use it sparingly though, applicants hate long rambling, transparent assessments. Only ask questions that have direct relevance to what you want to know.
“Diversifying perks” may sound like Millennial code for “silly work place nonsense.” Obviously hospitals are not going to start looking like Silicon Valley work spaces any time soon, but don’t fear benefits and perks that seem weird, or offbeat. Employees aren’t looking for NERF guns or bean bag chairs, its more what they represent. Don’t shut down perk ideas just because they seem odd. Reclining chairs, music, and an Espresso machine in the break room may be the sweet spot, and will show your employees that you want them to be comfortable at work, and socialize at appropriate times.
Leveraging Training as an Employee Benefit
Training is becoming a differentiator when companies compete for talent. Personal and professional development is an important focus area for modern employees when seeking employment, as well as when deciding to stay with their current employer. Provide accessible training to refine and grow employee skills. Developed employees are more motivated and successful in their roles. Training should be leveraged as an employee incentive and added to existing benefits packages, alongside retirement and health options. Predictions are for a 2-5% global training spend increase in 2018.
What are the fastest growing roles in the U.S. in 2018?
Heads up! 10 out of the 30 are in healthcare, and 6 of the 10 are entry-level or mid-level frontline employees. With the economy at Full-Employment levels and an aging American workforce, HR will be developing plans to fill and hang onto their employees, especially in these 6 positions. Occupational Therapist Assistants/Aides, Physical Therapists Assistants/Aides, Pharmacy Techs, Medical Assistants, Skin Care Specialists, and Personal Aides/Home Health Aides.
"10 Workplace Trends You'll See in 2018", Forbes Nov 1 2017, Dan Schawbel
2018 HR Trends - Candidate Experience - What You Need to Know, Rezoomo in Human Resources Today, Nov 2 2017
"5 Major Talent Trends for 2018", Capterra Talent Management, Nov 7 2017, Halden Ingwersen
5 workplace trends you'll see in 2018"... Workforce Institute
Top 5 Workplace Trends for 2018, Laura Handrick, Nov 6 2017, Fit Small Business
Trends 2018: Speed is the heart of the learner experience" Doug Harward and Ken Taylor, Nov 2017, Training Industry
Top 30 fastest-growing jobs, 2018, Boston.com, Bureau of Labor Statistics, Forbes
Society for Human Resource Management - HR Magazine: "How to Accommodate Employees with Mental Illness"
Change - it colors the everyday lives of healthcare professionals and administrators. Even when it's a positive thing change can be stressful. Still, some upheaval is more extreme and more challenging than others and I'm sure many would say that describes healthcare today. One question this article seeks to answer is how do we get better at leading and supporting our team members through change?
Loss is a fundamental of change. Even if the change is ultimately beneficial for all stakeholders, they are still being forced to let go of something with which they are comfortable. Knowing this and that many people experience difficult emotions as a result is a key point to remember for successful change management.
Everyone Responds Differently:
When Responses Are Not Addressed...
If you or your team has a negative reaction that is not addressed and worked through, it can become a hindrance to the successful operations of the care team. Certainly morale can take a downturn, undermining the goal of the new process or procedure.
So how can you reduce the severity of stress and the degree of diminished productivity that can result from introducing the numerous new processes, procedures, and policies that are surely impacting your facility right now? Catalyst Learning recently used the model below in the course for charge nurse development, "Leading Change in a Dynamic Climate."
Step 1 - Identify where you or a co-worker fall on this curve (left). The needs and reactions of the person in 'Denial' are very different from those who are in 'Exploration'. Step 2 - Apply the corresponding strategy (right) to aid your co-worker or employee in their transition to 'Commitment.'
Smart employers look closely at workforce demands when writing their strategic workforce plans. Healthcare human resources professionals need to stay in-the-know on market trends such as an increase or decrease in patient volumes, which healthcare jobs are currently in demand, and which roles are on the rise. Hospitals and other healthcare organizations rely on industry research to help them see recent trends and anticipate needs in the years to come. Healthcare is a competitive market undergoing dramatic changes so if organizations are to survive and perform well, they must be prepared to attract and retain high quality workers.
Below is an excerpt from a white paper recently released by 'Workforce Solutions' on the demands of healthcare workforce in the Gulf Coast Region, today. Download the Full Paper Here.
EXCERPT: A Change in the Delivery of Services
Times are changing and no longer are the days where the majority of surgeries and many medical and diagnostic procedures require a visit to the hospital. Chart 2 shows the percentage of health care jobs by subsector in 1990 and 2014. The share of health care employment in Hospitals has fallen from 51.0% in 1990 to 38.4% in 2014 while the share of Ambulatory Health Care Services increased from 36.7% to 49.8%.
While all three subsectors of the health care industry continue to grow, Ambulatory Health Care Services has replaced Hospitals as the number one job producer in the region, see Chart 3.
This data comes from Workforce Solutions, an affiliate of the Gulf Coast Workforce Board, which manages a regional workforce system that helps employers solve their workforce problems and residents build careers so both can compete in the global economy. The workforce system serves the City of Houston and the surrounding 13 Texas Gulf Coast counties including: Austin, Brazoria, Chambers, Colorado, Fort Bend, Galveston, Harris Liberty, Matagorda, Montgomery, Walker, Waller, and Wharton. Visit their website here.
Situation: Like many other healthcare organizations, Cincinnati Children’s Hospital Medical Center (CCHMC) faced a skills gap among its administrative staff. This large group of almost 850 employees includes admin assistants, customer service representatives, program coordinators, schedulers and access service representatives. The requirements and skills necessary to be a successful in an administrative role had changed over the last several years, while the talent and career development for these staff lagged behind.
At the same time, the hospital faced a shortage of external candidates resulting in constant vacancies. Adding to the challenge, on a more global scale in the healthcare industry, was that the title administrative assistant no longer reflected the skills and abilities of the professional, nor did it necessarily match the requirements of individual units within a healthcare system.
CCHMC, recognized not only as one of the “Best Places to Work” in Cincinnati for many years, but as the third in the nation for Pediatric Hospitals by US News and World Report, was facing a talent shortage— one that if not addressed, could have a significant impact on operations, employee engagement and patient satisfaction. CCHMC made a strategic decision to implement a career ladder program to improve employee versatility, and ultimately patient care.
Solution: In order to assess the career development needs among its administrative staff, CCHMC conducted a Morehead Employee Survey in 2012. The survey found that a significant number of administrative assistants wanted more support with career development and advancement opportunities.
This feedback further supported CCHMC’s overall staffing needs, prompting management to offer a tool and career coaching resource to assist administrative staff with career development and advancement. CCHMC was already successfully partnering with Catalyst Learning on School at Work® and so they decided to integrate CareerCare® to meet the Admin staff’s career management needs.
“Career development within a healthcare setting requires a variety of tools available to fit the unique needs of the various employees including their work schedules, family situations and educational goals,” said Beth Smith, BSN, employment support specialist for CCHMC. “School at Work and CareerCare provide the flexibility and scope to be able to identify the specific needs of the employee and select the appropriate tool which best meet the needs.”
CareerCare quickly became one of CCHMC’s primary tools for career development of its administrative staff, using the program in conjunction with personal career coaching and academic advising.To publicize the new service, management met with the leadership of the Administrative Assistant professional organization (C-CAP) within CCHMC to explain the new career development focus. In turn, that organization invited senior leadership and the career coach to present at their monthly membership meeting to recruit candidates to participate in the self-directed CareerCare project with career coaching.
Management continues to value CareerCare’s web-based approach because it provides flexibility for employees with different schedules, goals and educational backgrounds. Moreover, CareerCare allows employees to have a structured tool to use at their own pace to assess current skills, explore educational options, realize obstacles to achieving goals, and develop a realistic plan.
Results: Based on the reviews from the program’s participants, providing career development tools like CareerCare is essential to driving employment engagement. Elizabeth, an Administrative Assistant at CCHMC said, “I was able to complete the tool, and I found it very useful to help me identify my goals and then set my SMART goals. I have been successful in achieving a new position (one of my top goals) in Sponsored Programs-Accounting and will begin my new job as a grant accountant.”
Melinda, also an administrative assistant, voiced her support for the program as well. “I am thankful for the opportunity to be a part of CareerCare,” she said. “From my experience, it helps a lot when you are looking for direction in your career and you’re not exactly sure which way you should go.”
Cincinnati Children’s Hospital Medical Center is the third best children’s hospital in the U.S., according to Parents magazine. CCHMC was also inducted into the Cincinnati Business Courier’s “Best Places to Work Hall of Fame” after making the annual list for several consecutive years.
For more information on CareerCare, please email Brittany Gearhart at firstname.lastname@example.org or visit the CareerCare product page.