As job options have increased,
workers are not tolerant of jobs that
do not meet their expectations or
that they simply do not like.
With an indication for holding on to younger employees,
especially vital now that the millennial generation’s workforce
component is the largest in healthcare, a Harvard Business
Review article shares research that “Young people are more
than twice as likely to stay at their job for more than a year
if they see their job as a career or a stepping stone to a
career.” The article recommends a two pronged approach
for better success: (1) Provide clear and meaningful
opportunities for professional growth, and (2) Support
educational attainment for young people to strengthen
longer term retention (HBR, 2017).
2.
COMPENSATION
AND BENEFITS
Across all industries, leaving related to compensation and
benefits has increased by over 26% since 2010 (Work
Institute, 2018). Employers need to be concerned about
the role of pay in their retention strategies. Missing or
minuscule raises, salaries that undercut the market average,
and awareness of co-workers who earn more often
inspire a departure. Paying close attention to the role
of compensation has never been so important.
Healthcare Finance News cites a 2018 poll in which “a third
of respondents reported lower turnover after raising
wages for non-clinical staff; decision-makers for practices
may want to consider researching current competitive
rates for these positions and potentially raising wages such
that staff would be less inclined to seek higher-paying
employment elsewhere” (Sanborn, 2018).
3.
JOB
CHARACTERISTICS
Job characteristics that lead to turnover may involve an
unmanageable workload, non-enjoyment of the work
being done, poor preparation for required job tasks, and
no sense of ownership. As job options have increased,
workers are not tolerant of jobs that do not meet their
expectations or that they simply do not like. To prevent
staff from leaving for these reasons, organizations must get
better at providing realistic job previews, communicating
core characteristics, and providing effective training for
workers to prevent turnover.
An ideal situation to promote retention is one where
employees “feel that their skills are being used effectively
in their role and they have positive challenges at work.
They should also feel satisfied with their role in the healthcare
organization. Without positive perceptions of their jobs,
healthcare employees are likely to seek employment
elsewhere. Managers can improve employee perceptions
and satisfaction by understanding the skill levels of each
staff member, creating opportunities for positive challenges
or new responsibilities, and ensuring hired individuals have
the abilities needed for the position” (LaPointe, 2017).
4.
MANAGEMENT
BEHAVIOR
Since 2010, as the economy has rebounded from the
recession, identifying poor manager behavior as a “reason
for leaving has increased, indicating that good manager-
employee relationships are important to employee retention,
and employees are not accepting of managers who do
not meet their expectations” (Work Institute, 2017).
Recommended retention-focused strategies for healthcare
managers include giving staff regular performance feedback,
encouraging career discussions, practicing effective
communication, making employees feel valued and
supported, and giving them input in decision-making
processes. Further, “Managers at healthcare organizations
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