UMass Memorial Medical Center Times: They are a' Changing Generational Differences in the Health Care Industry UMass Memorial Medical Center • Part of UMass Memorial Health Care System – Over 12,000 employees in system – Serve approx. 4,000 patients per day • Network of care: three hospitals, community-based physician practices, home health, hospice, rehabilitation and behavioral health services • Clinical partner with UMass Medical School Snapshot of Initiatives • Youth Initiatives – Building Brighter Futures – 50-55 youth each summer, year round – part-time employment – WIA Funding – 5-8 young adults any time of year – Community College Connection – up to 20 summer youth – Volunteer Services 60+ students each summer in addition to the 50+ during the school year Snapshot of Initiatives • Community – Administrative Fellowship – Career PATH Internship Program – Professional Administrative Tracks in Health Care – Partner with local community-based organizations on information and job training efforts Snapshot of Initiatives • Incumbent Worker Sample – Learn at Work grant – pre-college math and English – Skill related classes - medical terminology, computer skills, etc – Older worker grant and committee – Career specific focus areas - E.g. medical technology and Health Information Technology – English for Speakers of Other Languages The Workforce of Today and Tomorrow Ideally copy should not go below this line position Generational Differences in the Workplace • Today’s workforce is composed of four distinct generations: –Traditionalists (working past retirement) –Baby Boomers –Generation X –Millennials American Hospital Association Environmental Scan 2011 Generational Differences in the Workplace • Continuing presence of Baby Boomers • Growing presence of Generation X and Millennial workers with different work interests and expectations • All require more flexibility on the part of the employer American Hospital Association Environmental Scan 2011 The Baby Boomers (45 to 64 years old) • Raised in nuclear families • Described as “optimistic” and “egocentric” • Love/hate relationship with authority; Prefer consensus leadership style • Like to feel empowered, asked for their feedback • Team-oriented, enjoy collegiality and peer-to-peer situations • Motivated by public recognition and perks Generation X (30 to 45 years old) • Many raised by single parents and/or latchkey children • No loyalty to corporate culture; Unimpressed by authority; described as “skeptical” • Value learning environment, self reliance, rapid goal attainment, work-life balance, and technology • Believe in merit-based recognition and career advancement • Value rewards like paid time off, cash awards, or participation in cutting edge projects The Millennials (10 to 30 years old) • Second largest generational cohort • Raised with violence, terrorism, and drugs as realities of life • Drawn to “family” for safety and security • Optimistic, goal-oriented, and ambitious • Global generation accepting of multiculturalism • Technology always a part of their lives The Millennials (10 to 30 years old) • Demand / Desire – Work-life balance – Rapid promotions – Coaching, guidance, and personal development – Personal feedback – Fun environment – Structure and flexibility and constant change – Like internships • Difficult to retain –high turnover in this generation if their expectations and needs are not met Mixing Generations in the Workplace • We need to attract and retain a younger workforce to work with and/or be supervised by “older” workers “Need for speed” vs. cautious and measured “Live and breathe technology” vs. avoidance of technology “I want you to help me have fun and tell me I’m doing a good job.” vs. “Just put your head down and do your work!” All are asked to function successfully in a changing, challenging environment… The New Generation of Health Care Ideally copy should not go below this line position Organizational Effectiveness Supported by Individual Performance High performing health systems demonstrate a culture of: Performance Excellence and Accountability for Results – Focus on continuous improvement – Dramatic improvement or perfection vs. incremental change – Patient-centered care – Internal and external transparency – Defined expectations as basis for accountability of results American Hospital Association Environmental Scan 2011 Implications of Performance Excellence and Accountability for Results Continued fast pace of change in health care delivery and in workforce demographics will place significant stress on the workforce – Will impact employee morale – Limited # of skilled workers available – Efficiency measures - “Do More with Less” Will require increased efforts in change management, building stronger internal cultures, strengthening leadership, and attract and retaining top-notch workforce American Hospital Association Environmental Scan 2011 What’s Driving Change? Examples • Aging population requires ongoing care for chronic conditions – higher volume, longer care • Increased demand for out-patient and at-home services Goal = hospitalization as last resort • Payments will include incentives to achieve defined thresholds of quality • Penalties for unintended complications, poor outcomes, and/or excessive variation from clinical guidelines American Hospital Association Environmental Scan 2011 Current Realities and Emerging Visions Current: Acute care is the “hub of the system” Emerging: Primary health is the “hub of the system” Considerations: • Focus on prevention and wellness • More home-based and out-patient services • Practicing medicine outside of conventional setting Designing & Creating “Second Curve” Healthcare Systems Current Realities and Emerging Visions Current: Information is centralized and hierarchical. Physician is supreme source of knowledge and dictator of therapy Emerging: Information is dispersed. All caregivers and patients have direct access. Physician is integrator and facilitator of choices Considerations: • Electronic Health Records (EHR) improve care • Workforce needs to be technologically proficient • Care must include a “partner” mentality Designing & Creating “Second Curve” Healthcare Systems Current Realities and Emerging Visions Current: Systems, structures and processes designed to control the people working in the system. Bosses are “in control” of “sub-ordinates” Emerging: Now designed to facilitate collaboration, coordination and teamwork. Leaders are “in service” to subordinates Considerations: • Workforce will need leaders who can facilitate teams, lead by consensus; “servant leadership” • Teamwork, collaboration and communication increasingly important Designing & Creating “Second Curve” Healthcare Systems Workforce Skills of The Future Ideally copy should not go below this line position Basic Skills for Tomorrow’s Health Care Workforce Same as today… – Customer Service – Problem-Solving – Teamwork – Critical Thinking – Math and Science – Reading Comprehension – Writing Skills – Interpersonal Communication American Hospital Association Environmental Scan 2011 New Skills for Tomorrow’s Workforce • Business Acumen – Ability to manage resources (time, money, people) – Lean / Six Sigma • Innovation: willingness and capacity for rapid and continuing change • Ability to work across generations New Skills for Tomorrow’s Workforce • Cultural competency • Patient- and family-focused • Service orientation • Proficient in technology • Comfortable practicing health care outside of acute care setting Workforce Needs of the Future • Some roles continue to require certificate or AD – Sterile Processing Tech – Surgical Tech – Radiologic Tech – Respiratory Therapist – PT and OT Assistants – Administrative and Billing Roles Workforce Needs of the Future • Heavy emphasis on Bachelor level and above: – Nurses – Medical Technologists – Physical Therapists – Occupational Therapists – Health Information Technology professionals Suggestions for Education and Training • Encourage youth- new generation of skills and interests match those of the next generation of health care • Continued focus on Basic Skills – Heavy emphasis on math, reading, writing, customer service, technology, and teamwork - for clinical and administrative • Stay informed of the changes in the industry in order to steer youth toward “in demand” jobs • Help youth aim higher and/or focus on pathways • Career Exploration: more options than just doctor or nurse UMass Memorial Medical Center Thank You!