Talent Management in Health Care: Concept to Action

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The battle cry is on for health care employers:  by 2010, they must fill more than 14 million jobs – up from 10.9 million in 2000.  Not only will they be further squeezed when the 78 million baby boomers begin to need more medical services, but the upcoming generations won’t have the numbers to replace retiring boomers. So what is a health care organization to do?

Unfortunately, if you are like the majority of executives, you are holding your breath and waiting for a crisis to hit. AARP data shows that 60 percent of CEOs and top management have not formally conducted any strategic workforce planning.  And in health care, the need is more critical.

Consider this: in 2003, 25 percent of the workforce was age 50 and older; by 2012, that figure will rise to 31 percent.  And while there is a definite delay of retirement plans by Boomers negatively affected by the economic crisis, the numbers still loom large.  Competition within the health care industry will be fierce for those experienced and valuable Boomers who want to continue to work in the field.  What value propositions are you offering those employees whom you want to retain? 

According to ASHHRA research, hospitals fail to meet the expectations of their staff more often than workers in other industries.  89 percent of hospital CEOs report substantial vacancies, with the great shortages coming in registered nurses, radiology/nuclear imaging, technicians and pharmacists.  Additionally, a recent Aging Workforce Survey shows that there is little evidence of any strategy for retaining nurses. 

But it isn’t all bad news.  When it comes to being proactive about attracting mature workers, health care as an industry is well ahead of the curve, as reflected by its continued strong presence on the AARP Best Employers for Workers over 50 award.  The field is creating and testing innovative programs to retain, retrain, and reskill mature workers and coax others out of retirement.  As the AHA Commission on Workforce for Hospitals and Health Systems points out: "The workforce shortage will not be solved unless current and new workers are retained in hospitals."

In order to address this issue, AARP convened a health care forum with leaders from premier hospitals and health care systems and associations. Five areas of focus emerged as focal points for health care organizations who wish to take a closer look at 50+ workers as one solution to the workforce crisis; a good starting point.

One recommendation included offering wellness and work/life benefits.  For many health care workers, these benefits are a lifeline and what allows them to remain on the job or decide to join a company.  Some of these benefits include wellness initiatives, flexible work arrangements, including part-time or flextime, elder care support, and life planning courses.

Training and reskilling is another way to keep experienced staff on the job.  Training, tuition reimbursement, retraining and reskilling (formal courses or programs leading to new certification) programs are a draw for current and potential workers.   In health care, technology will become essential for many tasks, and organizations should be providing  the training to employees to master new technology. 

Another recommendation focused on environment and tools. A healthy environment is an incentive for workers of all ages to stay on the job and benefit from a safer, more accommodating workplace.   Equipment and work tools, as well as policies and procedures, will need to be designed to reduce strain and prevent injury. In fact, statistics show that three of the 10 most injury prone jobs in the United States are in the nursing profession, and the U.S. Department of Labor calculates that facilities can save an average of $27,700 every time a severe back injury is averted.

One of the primary reasons for taking or leaving a job is compensation and benefits.  Like all employees, mature workers want access to a solid pension plan, a generous match amount for their 401(k) plan and comprehensive health care coverage and salaries that are competitive. 

Ultimately, it is meaningful work that ties all of these things together.  Meaningful work has been closely linked to employee engagement, as well as to job satisfaction and motivation.   According to an AARP study, there is a direct connection between high engagements levels and increased revenue, decreased turnover, and positive customer experiences.

Ask yourself:  is my organization paying attention to these issues? A simple way to assess whether your organization is on track is to take the free AARP Workforce Assessment Tool.  This is an HR professional’s "go-to tool," providing a concise, strategic, and simple way to assess your workforce demographics.  Free and confidential, this 30 minute, on-line tool provides your organization with the intelligence you will need to make important business decisions by reviewing your policies around many of the issues identified as being crucial to retention and recruitment.    

But the tool doesn’t stop there.  Once complete, it provides you with a visual summary of your workforce demographics, suggestions on how to initiate strategic plans to address workplace needs, and resources to help you accomplish these goals and ensure your company’s future viability.  It will provide you with concrete and actionable steps to help you enhance your infrastructure, introduce new programs, and update policy to reflect best practices for knowledge and talent retention. 

When the call to action comes for you to assess your current talent and plan strategically for the future, you will have an important resource available at your fingertips. As a human resource professional, you should be at the helm of strategic talent management initiatives that will keep your organization profitable and productive in the challenging years to come.  Check out our free, downloadable resources for employers, including the Workforce Assessment Tool and a free training on Recruiting and Retaining the Older Worker, at www.aarp.org/erc.