Tuesday, January 29, 2013
Physicians leaving the field is a surprising problem in health care right now – 16% planned to leave their exit before 2012 even ended, and one-third of surveyed physicians plan to leave by 2022 (see One-Third Of Physicians Plan To Quit Within 10 Years ). What surprised me in this survey is that many of these physicians are also quite young (under 55), and almost half of them (46%) report symptoms of burnout and dissatisfaction with their work-life balance.
And, this is not just the case for physicians. The many changes to the field – higher productivity requirements, electronic health recordkeeping systems, standardized clinical protocols – are making retention and motivation an issue for clinical service organizations. Some of our coverage on this includes Market Intelligence Toolkit On Recruitment and Retention of Staff , How’s Your Retention Score? all members, and Money Is Only Part Of The Employee Retention Equation all members.
What are best practices for retaining top clinical talent? Our team at OPEN MINDS identified five tactics for keeping your clinical “all stars” on board.
Build your ‘top-employer’ reputation – No matter the context, reputation says a lot. But, being a great employer is borderline meaningless, unless you communicate that to employees, and in turn, the community.
Hire well or not at all – Bad hires always cost an organization money, and hiring well or not at all says it all. Hiring the “wrong people” leads to bad relationships internally, with external peers, and with customers.
Hire for today, train for tomorrow – Hiring well may be an “in the moment” decision, but retaining quality employees at all levels means developing them for future industry demands. Coaches are a viable option for the low-level employee, and the executive alike.
Support strategic processes – Organizations need to develop, communicate, and manage progress towards both organizational strategic objectives, as well as the individual goals of employees. Valuable tools for this include, strategic management principles, integrating strategic plan of objectives with operations and IT planning, performance measurement, and career advancement.
Retention must be a strategic objective – Retention techniques can never be implemented if they aren’t added to the plan to begin with. Keep track of your vacancy rates, performance reviews, attendance rates and turnover rates so that you have enough data to set your goals.
How do you protect your staffing investments? I think this is a discussion more and more health and human service organizations need to have – and I’d like you to share you thought with me on this topic (e-mail me at firstname.lastname@example.org).
And, for those Circle readers who are joining the OPEN MINDS team in Clearwater Beach, Florida for the 2013 OPEN MINDS Performance Management Institute, make sure to sit in for more of this discussion when OPEN MINDS Senior Associate Stephen Holoviak, Ph.D. and OPEN MINDS Executive Vice President John F. Talbot, Ph.D. present, Making Organizational Change Work: Change Management For Clinical Teams.
President, OPEN MINDS
For another free resource, see: Burnout Is Big all members
This is free for the next sixty days to all registered OPEN MINDS Circle members.