Kevin S. Collins

Changing workforce demographics necessitates succession planning in health care.

Health care organizations continue to be plagued by labor shortage issues. Further complicating the already existing workforce challenges is an aging population poised to retire en masse within the next few years. With fewer cohorts in the age group of 25 to 44 years (Vital Speeches Day. 2004:71:23-27), a more mobile workforce (Grow Your Own Leaders: How to Identify, Develop, and Retain Leadership Talent, 2002), and an overall reduction in the number of individuals seeking employment in the health care field (J Healthc Manag. 2003:48:6-11), the industry could be faced with an unmanageable number of vacant positions throughout the organization. Bracing for the potential impact of these issues is crucial to the ongoing business continuity of health care organization. Many health care organizations have embraced succession planning to combat the potential labor famine. However, the health care industry as a whole seems to lag behind other industries in terms of succession planning efforts (Healthc Financ Manage. 2005;59:64-67). This article seeks to provide health care managers with a framework for improving the systematic preparation of the next generation of managers by analyzing the succession planning process. The proposition of these models is to initiate and simplify the gap reduction between theoretical concepts and future organizational application.

Employee satisfaction and employee retention: catalysts to patient satisfaction.

Over the last few years, most health care facilities have become intensely aware of the need to increase patient satisfaction. However, with todays more consumer-driven market, this can be a daunting task for even the most experienced health care manager. Recent studies indicate that focusing on employee satisfaction and subsequent employee retention may be strong catalysts to patient satisfaction. This study offers a review of how employee satisfaction and retention correlate with patient satisfaction and also examines the current ways health care organizations are focusing on employee satisfaction and retention.

Valuable human capital: the aging health care worker.

With the workforce growing older and the supply of younger workers diminishing, it is critical for health care managers to understand the factors necessary to capitalize on their vintage employees. Retaining this segment of the workforce has a multitude of benefits including the preservation of valuable intellectual capital, which is necessary to ensure that health care organizations maintain their competitive advantage in the consumer-driven market. Retaining the aging employee is possible if health care managers learn the motivators and training differences associated with this category of the workforce. These employees should be considered a valuable resource of human capital because without their extensive expertise, intense loyalty and work ethic, and superior customer service skills, health care organizations could suffer severe economic repercussions in the near future.

A Ministudy of employee turnover in US hospitals.

A ministudy was conducted to collect self-reported employee turnover rates in US hospitals. The results indicate many hospitals are struggling with high employee turnover rates. Widespread variances in ratings were observed across hospitals, which may be due to lack of consistency in how they each calculate their employee turnover. This makes benchmarking for the purposes of performance improvement challenging.

Lab Accreditation and Credentials in Sonography A Demographic Assessment of Facilities Receiving Federal Reimbursements

There is an increasing demand for sonographer credentials and facility accreditation associated with federal reimbursement of sonography examinations. Therefore, a national survey was conducted to identify the education/certification status of sonographers currently performing studies that receive federal reimbursement. The survey, addressed to sonography administrators, also investigated the sonography laboratory accreditation status. Results indicated that approximately 12% of the sonographers were reported to have no sonography-specific credentials. The primary age range of this group was 25 to 34 years, and 64% were graduates of a two-year (minimum) allied health education program other than sonography. Forty-two percent indicated their sonography lab was not accredited. Should the Centers for Medicare and Medicaid Services (CMS) require facility accreditation, there may be a significant impact on sonographer requirements as a condition of employment.

Chief executive officers in US hospitals: a reexamination of workforce demographics and educational issues.

The US Bureau of Labor Statistics reports the “employment of medical and health services mangers is expected to grow by 22% from 2010 to 2020” (http://www.bls.gov.ooh/management/medical-and-health-services-managers.htm#tab-6). The US Bureau of Labor Statistics notes this is substantially faster than the national average for other occupations. Information from this report finds its way into popular media, news shows, and other information outlets, which increases the number of prospective applicants to college and university health care management programs. (For the purposes of this article, no differentiation is made between various programs geared toward preparing health care managers; this includes, but is not limited to, degrees in hospital administration, hospital services administration, health care management, etc.) In 2007, the authors conducted a survey of chief executive officers in US hospitals that sought to identify educational and demographic information of individuals holding top management positions in US health care institutions. The survey was repeated in 2012, at the 5-year interval, to determine if chief executive officer information had changed.

Leadership Characteristics for Health Care Managers: Perspectives of Chief Executive Officers in US Hospitals.

A study was conducted to determine the perceptions of chief executive officers in US hospitals regarding the most important characteristics aspiring health care executives should possess. The results of this 2012 study were compared with a previous study conducted in 2007 to determine if the perceptions had changed over time.

Succession planning: trends regarding the perspectives of Chief Executive Officers in US hospitals.

A study was conducted to revisit the perceptions of chief executive officers in US hospitals regarding the origin of leadership and how they felt about internally developed successors versus externally recruited successors. Furthermore, the study sought to develop understanding of how this group of executives utilizes the succession planning process, what factors impact successor identification, what positions are applicable for succession planning activities, and who is ultimately held responsible for leadership continuity within the hospital industry. The results of this 2012 study were compared with a previous study conducted in 2007 to determine if the perceptions had changed over time.

Determining return on investment for training using simple regression: a hypothetical case study for the health care industry.

Wisely allocating financial resources is essential to the success of every health care organization. Therefore, health care managers must be able to determine if dedicating the necessary funds for employee training results in an adequate return on investment. This case study examines how training programs can be evaluated in terms of business results and describes one method, simple regression analysis, that health care managers may use to help determine if the training was financially beneficial to the organization.