3/14/2016. Finding the Work Force of the Future. Evaluating Your Work Force. Calling All Problem Solvers

Transcription

1 Finding the Work Force of the Future Marianne Gehen MT ASCP MBA Evaluating Your Work Force Gap Analysis of current state and desired outcomes Analysis of staffing models, current staffing mix > Projecting retirements, evaluating retention and recruitment practices Identifying tools and resources to facilitate preservation of institutional memory and transfer of knowledge. Collaborative Alliances Strengthen relationships with Administration, Human Resources and Labor Partners > Establish strong relationships with accredited educational programs Strengthen professional alliance Calling All Problem Solvers No standardized data Difficult to measure Varying Effects Reality or Myth 1

2 Observations Nationally the vacancy rates are growing as the work force continues to age and the Silver Tsunami gains momentum The recession from created a hesitancy to retire, which has eased as the economy improves Less attention and focus Many Laboratories are facing financial constraints and pressures as the market pushes for Patient satisfaction, financial incentives/penalties and utilization fluctuations Erosion of work continues to consumer home testing, Physician offices and Clinics, Point of Care and Direct Access Testing. State of the Profession Lower salaries No true distinction of jobs Estimated vacancy rates in the next 5 years are 6-23% Nights and weekends are the most difficult to fill Low unemployment Projected to have job growth Average age 53 (improvement from 55 in 2015) Average years of experience 30 years Emerging technologies Consolidation Outsourcing Mixed feelings, is shortage a problem? Contributing Factors Profession confusion and complexity Variations in education and training Lack of awareness of the profession Fewer programs Wages are perceived as low, with little growth Career path and opportunities are unclear Lack of recognition and respect Undesirable schedule and lack of flexibility Gender Gap, predominately female Competing career opportunities Uncertain effects of automation, utilization and technology Laboratorians role has not evolved 2

3 Laboratory Contribution to Healthcare 70% of critical decisions depend on Lab results Lab is 3-5% of health care costs Who is working in the Lab? According to the Department of Labor Available US jobs 328,200 Almost equal number of technologist and technician Technologist growth forecasted 14% Technician growth forecasted 18% 52,000 jobs in Conditions There is a gap of about 4000 positions that will need to be filled Reported vacancies take 3-6 months to fill It can take 6-12 months to attain competency Vacancy effect has been buffered by delayed retirements, overtime, use of per diem workers and contract workers Regional differences, silo effects to the profession 3

4 Reality Check By 2022 greater than 25% of all US workers will be over 55 years old (increased 14% from ,000 baby boomers reach retirement age everyday The shortage is the workforce, not just Laboratory Potential to deteriorate rapidly No one size fits all solution Collaboration versus competition, who is the winner? Becoming a Laboratory Professional High school interest/coursework Decide on Career path Go to an accredited Approved program Complete Curriculum Complete Clinical Rotation Gain Certification and/or licensure Attain employment Maintain certification/licensure There are multiple educational pathways, leading to variable knowledge and skill when entering the job market Licensure and Certifications Currently 11 states have licensure California, Georgia, Hawaii, Louisiana, Montana, Nevada, North Dakota, Tennessee, West Virginia, Florida, New York and Puerto Rico Rhode Island dropped licensure and moved to certification last year. More than 50% report hiring staff without requiring certification 4

5 Candidates are Cannibalized by other Paths Education Industry/Sales Research Public Health/CDC Biotechnology Informatics Pharmaceuticals Physician Offices/Clinics Government Other higher paying allied health professions MD,PA, RN, Pharmacy etc. We all need to work together to increase the stream of employees in a shrinking labor market. Baby Boomers and Millennials Generational Differences Institutional memory and the transfer of knowledge are key processes as we transition our workforce. Generational differences are not the highest priority, but must be considered Multi generational work force, predominately baby boomers Generational differences in approach to: Work life balance Approach to work, millennials are collaborative and creative Technology, millennials want the latest technology Social change is a concern for the millennials Learn from me!!!! 5

6 The Basics Act now, act decisively Prepare to meet the challenge Incentivize for the right outcomes Manage the 3 R s Retention Retirement Recruitment You decide A Huge Responsibility Much to navigate High quality testing/cost effective Human capital Preservation of institutional knowledge With each new hire, the years of experience at any institution will diminish More time will be dedicated to teaching and training 6

7 Lab Management - Such Extremes Which straw spells disaster? Well most of the time The Evaluation Do you have what you need? Assess your available staff by job classification according to their ages and project potential retirements in 5 year increments Forecast vacancies Evaluate skill mix Validate your staffing model and current staffing mix Do you need to make changes? Do you have the right mix Evaluate the institutional knowledge possessed by each staff member and what the transfer of that knowledge would entail Are there staff with unique job assignments and knowledge that would be lost with the employee? As training and skill development occur, make sure to preserve it by investing in staff that are not at high risk for job change/loss Position Changes What staffing changes have occurred? Are people leaving your organization, why? Are positions relatively equal; weekend/holiday rotation, pay scale Are there staffing changes anticipated How are changes managed? How are people affected? What can be done to mitigate negative changes? Evaluate the process of how staff change positions Is it a formal process that staff understands Incentivize the right changes What is your reputation as an employer? 7

8 Training, training and more training Are your ready? Standardize and coordinate training activities Teach how and WHY Utilize media resources to automate the process Increase the number of staff dedicated to teaching and training Invest in training modalities and document control Reward trainers and preceptors, Incentivize training Define career paths; senior, lead positions Retention Are People Staying? Actively work to decrease turnover Evaluate effectiveness of benefits Traditional Bonuses Tuition assistance Premium pay/shift differentials Is there a perception of limited potential to advance or increase compensation Does each employee feel valued Do you mitigate the workload and stress dissatisfaction Are you fair and consistent Do you know what the market is offering Are exit interviews conducted Recruitment Efforts Are you the Employer of choice? Do you promote interest in the profession? Providing training opportunities for students? Are you working with high schools and colleges to increase awareness of the profession? Do you offer tuition assistance and scholarships? Are you looking at second career candidates? Potential to grow your own? Option for senior workers? Reduced hours/flexible schedules 8

9 Reported Obstacles Better pay elsewhere Applicants lack necessary certification, education and skill Increased competition for candidates Financial Constraints in getting approval to fill vacancies Post Assessment Look at your findings and begin some contingency plans Evaluate the knowledge preservation and transfer What needs to be done to preserve the skill mix Many look at cross training as an option, but be realistic in terms of maintaining competency Do your current policies and procedures help you or limit you? You will need some guidance and assistance from outside sources Case study Site Clinical Number of FTE CLS Medical Number of MLT CLS Lab Employees Lab Employees Scientist as CLS Technician as MLT average average age age A B C D E F G H I J K L M Potential workforce increase if current staff became full time 26.9 CLS FTE 8.4 MLT FTE Average age of Technical staff years Note the number of employees and FTEs per site 9

10 Evaluating Age Progression Number of employees by year of age as of 2007 Round 4 Age Now Employees Round 3 Age Now Employees Round 2 Age Now Employees Round 1 Age Now Employees Round 1 Round 2 Round 3 Round 4 43 employees 114 employees 64 employees 16 employees average age average age average age average 2007 Observations Of 14 Laboratories 57% are over the average for both CLS and MLT 1 ESL J Laboratory C 6 of 7 Specialty Laboratories D, F, G, H, L, M For the specialty labs this represents a challenge in exchanging the knowledge as the staff numbers are relatively small in these areas. What does all of this mean???? Trending in sync with the rest of the nation, making recruitment difficult. Need to replace in excess of 198 technical staff from That is 83.9% of current work force. Evaluate risk not only from a standpoint of emerging technologies, but also whether we will have the qualified staff to perform the testing? 10

11 Align Your Resources Administration and Human Resources need to have a full understanding of your needs to be in position to support your efforts Be specific This is not just a problem for Laboratories Preparing and planning are essential elements The more alliances you create, the deeper your resources and ability to make informed decisions Collaborative Alliances Keep the LAB in ColLABorative There is no single solution There is no single time to start Everyone could supply valuable input Administration needs to understand what is needed to maintain proper staffing and be prepared to support the necessary changes. Plan to avoid emergencies. Human Resources needs to assure language meant to solve problems for one area does not create a problem for Lab. Their focus is likely on the larger employee groups with a shortage as well. Keep the necessary focus on your needs Labor Partners It may be necessary to negotiate language to get you what you need. That takes time and that involves building a compelling case. Be ready. External Alliances Accredited Programs Student training allows you access to potential new employees Training time is compressed as they are hired with a working familiarity of your system Allows you greater access to multiple potential candidates Provides for feedback as to skills you want the program to foster and develop Essential for the profession to grow Professional Alliances Formal > CLMA, ASCP, AACC, ASCLS, AABB etc. Provide a great deal of information, resource and access to our profession. > Learning, mentoring and networking opportunities > Underutilized resources Informal > Local and regional opportunities > Know your peers and how they are dealing with the pressures 11

12 Thoughts Rather like Y2K, no way to evaluate what the impact will be, but preparation is necessary This is a very fluid situation and today s solution could be tomorrow s problem. Be ready, be flexible. Progress is not always sustainable. People will continue to have the option of coming and going. Work to eliminate frivolous moves There continues to be growth and increased demand for Laboratory professionals, but some data suggests that MLTs have grown at a higher rate. Inconsistencies are a big problem for this Profession How do we begin to work through some of the longstanding issues? In a supply/demand economy, what unforeseen opportunities will be capitalized on? At what expense? Success will take collaboration We need to expand our efforts Coordinate efforts with others Strengthen our alliances Strengthen, transform and preserve our profession Now is the time to come together 12

13 As the sun sets on my presentation I thank you for your attention 13