Recent research reveals that job stress, inadequate work-life balance, and unhealthy cultures will push healthcare professionals of all ages out of the industry in the next 1-3 years. However, other studies predict that AI, other forms of advanced technology, and telehealth will bring the biggest changes and opportunities to healthcare in the near future. Consequently, many organizations will focus on those advancement, often at the expense of tailored retention strategies to keep top talent in their doors.
While all age groups struggle with job stress and toxic work environments, the specific reasons jeopardizing retention vary by age group:
- Ages 18-27 mention limited opportunities for career advancement. This implies that younger workers will prioritize growth over stability. This group includes newly minted nurses, increasing vulnerability of shortages, especially in rural hospitals
- Ages 28-43 indicate high job stress, burnout, poor work-life balance, and unhealthy workplace culture will tempt them to leave.
- Ages 44-59 cite the younger group’s concerns but add that a lack of support from management will pull them away from healthcare.
- Ages 60+ reveal that an unhealthy workplace culture and lack of support from supervisors will play the two most critical issues that will cause them to retire early. Top clinical providers and seasoned leaders will represent this group.
Notice that not one group mentions wages as a primary reason for departing. The overarching reason? Bad bosses. Bad or untrained bosses contribute to toxic cultures, increase stress, and compromise morale. So, what’s a healthcare executive to do?
- Look at specific managers who lose top talent. Do exit interviews to find out why. Mentor these bosses or provide outside coaching to help them learn the skills they lack.
- Start by hiring and promoting smart leaders who will zero in on employees’ true concerns and put the inconsequential issues on a back burner. (And the smarts to know the difference).
- Consider hiring more part-time employees, promoting flexible scheduling, and support policies that support a better work-life balance, and foster open communication.
- “Culture” is the conversational shuttle cock that everyone bats around but that no one seems to define in the same ways. Get to the bottom of what’s really going on.
- Work on your succession plan and outline clear career paths and development opportunities. Offer mentorship, outside coaching, leadership training, and continuing education.
- Don’t make performance reviews an end-of-the-year post-mortem “gotcha.” Instead of waiting for a scheduled judgmental confrontation that just builds defensiveness, encourage bosses to communicate with their direct reports daily about both positives and negatives.
Above all else, create an environment where the best people can do their best work—for a long time.
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