Trends in Healthcare
Talent Acquisition
It’s
hard to keep up with all the changes happening in health care, especially as
they relate to talent acquisition and the evolving roles of the health care
workforce. To help health care recruiters and HR professionals stay current
with the latest trends, AHACareerCenter.org has released a comprehensive report
using resources from the American Hospital Association and other trusted
sources.
Here
are three insights from the 2015 Healthcare Talent Acquisition Environmental
Scan:
●
The
age range of health care workers spans more than forty years, creating
distinctive challenges and opportunities for both employers and employees, such
as:
○
Organizational
hierarchies may be restructured as Gen Xers and Millennials rise to leadership
roles. As Gen Xers and Millennials become leaders, health care organizations
may need to consider flattening their structure and removing departmental and
management hierarchies. Gen Xers and Millennials, the bulk of the workforce,
consider organizational hierarchies as barriers to creativity and innovation.
○
Health
care organizations may need to modify job requirements to cater to new and
emerging roles. This includes adjusting competencies so that the workforce
aligns with new population health needs. For example, some jobs will need to be
redesigned as technology advances. As jobs are redefined, the workforce may
transition and redeploy to different settings, roles and organizational
structures.
●
With
changing demographics, communities are becoming increasingly diverse. The
unique diversity of a community should be reflected in the leadership and staff
of its hospitals and health care systems. However, gaps in diversity still
exist, made evident by the following statistics:
○
Minorities
represented 31% of patients nationally in 2013, up from 29% in 2011. However,
minorities comprise only 14% of hospital board members, 12% of executive
leadership positions, and 17% of first- and mid-level management positions.
○
Diversity
efforts in hospital recruitment and retention are lacking. Just under half of
respondents (48%) said their hospital has a documented plan to recruit and
retain a diverse workforce that reflects the organization’s patient population.
Only 22% of hospital hiring managers have a diversity goal in their performance
expectations.
●
The
rate at which physicians are employed directly by hospitals continues to
increase. In fact, physician employment by hospitals has risen by more than 54%
since 2000. Other statistics gathered in regards to the physician employment
market include:
○
More
than 244,000 physicians have found positions in hospitals, due to a variety of
reasons: changes in lifestyle, decreased interest in owning a business, levels
of regulation, and more. Meanwhile, hospitals are seeking out physicians as a
way to increase coordination and manage costs.
○
Only
10% of hospital senior leaders are physicians, according to most surveyed CEOs.
This is due in part to the fact that most medical schools don’t include formal
business training on running a practice, much less a multimillion-dollar health
system. With more than half of new physicians entering the field as salaried
employees, the potential pool of physician leaders has grown exponentially
larger. Soon, having physician leaders will not only will be important, but a
mandate.
(HealthcareSource
website)
