Multiple generations make up today's healthcare workforce, including baby boomers, Gen Xers and millennials, and they have different wants and needs when it comes to their employer. Therefore, healthcare employers are doing a myriad of things to handle the current melting pot of different generations working together.
For instance, there is a lot more focus on diversity and inclusion and incorporating that into the hospital or health system, according to Mike Evangelides, national leader for Deloitte's healthcare provider human capital practice.
"I think it's both to help foster a multigenerational and multiethnic provider/employee population as well as meeting the needs of typically a pretty diverse patient population," he says.
Healthcare is also looking more at individual performance management and how employees are rated and compensated, says Mr. Evangelides. Health systems are "talking about changing their performance management. It's data-driven, but also driven by needs of millennials who crave feedback and real-time feedback," he adds.
In particular, organizations are increasingly conducting check-ins between employees and supervisors — maybe every two or three weeks. The check-ins tend to be broad, he says, with employees telling supervisors what they are working on, what's going well and what they would like to change. Supervisors then provide feedback focused on the employee's strengths rather than what they lack.
"It's more balanced where there is very strength-based feedback versus critical feedback, so it almost is real-time feedback," Mr. Evangelides says.
Additionally, health systems are trying to help employees with their self-development and get them used to being flexible as change occurs, according to Mr. Evangelides.
"To change effectively you have to have employees that are comfortable with change," he says. "I think a lot of the millennials are [comfortable with change] because they have grown up in fast-paced technology world. Development [is more] targeted at baby boomers to help them understand the need for change and [increase their] ability to embrace change."
Practical pieces of advice
As for hospitals and health systems trying to adapt to employing several different generations, Mr. Evangelides provides the following tips:
1. Hire employees with a specific type of profile and offer appropriate development programs. Mr. Evangelides says organizations must look for traits that indicate the employee has the ability to deal with change and interview for those kinds of competencies. With physicians and clinicians, he believes traits such as interpersonal communication skills will be necessary, along with knowledge and comfort with the ability to use newer kinds of technologies, not just an EMR. "More is being asked of them from a leadership and managerial perspective than before. [For example], understanding the economics and rationale around value-based care because it isn't going away. It's a different mindset than fee-for-service," he says. As far as support staff, he believes it's important to find employees who are more comfortable with change and ambiguity and able to pivot in different directions as the organization requires.
2. Continue focus on cost and quality. Hospitals and health systems should continue to focus on reducing costs, especially as the ACA will likely change, according to Mr. Evangelides. "There's a lot more cost that can be taken out of healthcare systems. An increasing focus on clinical effectiveness will help with both cost and quality. A constant refresh of where you are from cost structure and quality perspectives are always necessary," he says.
3. Continue focus on consumerism. Hospitals and health systems should also continue to focus on consumerism as patients take on more financial responsibility for their care, Mr. Evangelides says. He notes patients are starting to expect to be treated by physicians like they are by other service-based companies. "Not only do you get high-quality care, but the service around it, even scheduling appointments, is a lot more consumer or patient-friendly. That trend will continue," he adds.
4. Renew focus on employee engagement. Attracting, developing and training talent leads to better employee engagement, Mr. Evangelides notes, and a more engaged workforce may lead to better financial results and higher quality outcomes for patients. "Not only do you want to keep employees happy because it fosters a pleasant workplace, but it has a direct impact on quality and financial outcomes," he says.
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