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MHA
Service Corporation Professional Search Services, Stephen O’Connor,
Senior Director . . . . . . . . . . . . . .September 2005 |
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Is There Life After Work?
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In a nation that sometimes seems to worship work, baby boomers are the most stressed out from their jobs and the most likely to feel that their health is suffering as a result, a new study has found. More than half of 1,003 employees in all age groups surveyed by the Families and Work Institute, a nonprofit research group in New York, reported feeling overwhelmed at some time in the past month by how much work they had to complete. Thirty-seven percent of boomers said they feel chronically overworked, while only 28 percent of employees in other age groups placed themselves in that category. “The difference is pretty large,” says Terry Bond, the institute’s vice president of research. “Everybody is working harder these days because of fear and demand,” says John Putzier, a workplace consultant in Prospect, Pa., “but I think baby boomers are probably additionally stressed out by other demographic factors” — like having to report to Generation X workers moving into upper management as well as having to care for both children and parents. Patricia Farrell, a clinical psychologist who writes about workplace stress, says that of the 200 or so disability claims she evaluates each month, roughly half are related to on-the-job stress-with most filed by boomers. Why all the stress? Farrell points to the phrase “Don’t work harder, work smarter,” which she says really means, “We’re going to give you more work, and you’d better do it.” Adapted from AARP Bulletin/May 2005, “Is There Life After Work?” By Robert Schlesinger |
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Three out of four U.S. workers say they usually show up at the office even when they’re sick, according to a recent ComPsych Corp. poll of staffers at more than 1,000 of its employee assistance program clients. Most of those who toil through their sick days cite large workloads. Others say they show up because they fear being fired, and the rest hoard their sick days for dealing with their children’s illnesses. Source: Employee Recruitment & Retention, August 2005 |
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by Stephen O'Connor
Either a worker’s self-discipline and sacrifice doesn’t get enough recognition or even a little complaining on the job is too much for some managers. Employee retention requires both recognition of employee’s contributions and sensitivity to their complaints and needs. One of my favorite stories is the one about a guy who enters a monastery. He has to take a vow of silence, but once a year he can write a word on the chalkboard in front of the head monk. The first year it’s tough not to talk, but Word Day comes around and the monk writes “the” on the chalkboard. The second year is painful — it’s very difficult not to talk — but finally Word Day rolls around. The monk scratches “food” on the board and enters his third year, which is excruciating. But the monk struggles through it and when Word Day rolls around again, he writes “stinks.” And the head monk says, “What is it with you? You’ve been here for three years and all you’ve done is complain.” I like this story because it illustrates one of two things: Either a worker’s self-discipline and sacrifice doesn’t get enough recognition or even a little complaining on the job is too much for some managers. Employee retention requires both recognition of employee’s contributions and sensitivity to their complaints and needs. For example, at New Hanover Health Network in Wilmington, NC, a newly implemented mentorship program is the system’s number one priority and is designed to help nurses deal with the physical and emotional demands of the job. The health care network paired 51 mentors with 52 of the 56 new RNs. Results: A 34 percent turnover rate among newly graduated nurses has plunged to 8 percent in less than a year. In the March 2002 issue of Success in Recruiting and Retaining, the National Association of Colleges and Employers suggests that companies revisit the seven “C’s” of retention.
Core values and culture — Employers who know their values (what an organization holds dear) and culture (system of shared values), and “live them,” instill a sense of belonging.
Connect — Using communications or reward systems to connect employees with each other and the company helps them feel like key players.
Communicate like you mean it — Top-down communication, such as through an Intranet or newsletter, keeps employees informed, productive and content because they feel like insiders who have the information they need to do their jobs. Employees also value two-way communication.
Create continuous learning opportunities — Companies that support professional development satisfy workers’ innate desire to grow. This affects how employees feel about the company and their role in it.
Care about career development — The opportunity for career development gives employees more confidence and a broader base of skills, abilities and knowledge. Ideally, employees will use their new knowledge to perform more effectively in their current jobs or make career-enhancing moves within the firm.
Commit managers to people — If people are a priority for your organization, then managers need to believe it and show it.
Compensate with tangibles and intangibles — You’re likely to improve retention with competitive salary and benefits and recognition for a job well done. This article originally appeared in the September/October 2002 issue of Michigan Health & Hospitals magazine and is being used with permission. |
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Overloaded with distractions, average U.S. employees shift to fresh tasks every three minutes. That’s according to a recent University of California-Irvine study of multitasking which focused on a financial services firm. What’s worse, says Professor Gloria Mark, is that workers get distracted by interruptions every two minutes or so. Even during the best of times, the average staffer manages to focus exclusively on one task for a maximum of 12 minutes, Mark’s research suggests. Adapted from “Life Interrupted,” by Richard Seven, in Pacific Northwest magazine
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Workers who interrupt their regular duties every time they receive an e-mail instead of checking their in-boxes at scheduled times can temporarily lose an average of 10 IQ points, according to data generated by 80 clinical trials at London University. “This is a very real and widespread phenomenon,” says Dr. Glenn Wilson, the psychiatrist who oversaw the trials. “We have found that this obsession with looking at messages, if unchecked, will damage a worker’s performance by reducing their mental sharpness. Companies should encourage a more balanced and appropriate way of working. Source: Employee Recruitment & Retention, August 2005 |
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A
hard working nurse on a 12-hour shift at HealthONE’s
North Suburban Medical Center in Denver, Colo. got a call from home
that her daughter was ill and needed medication. In a panic, the nurse
called her hospital’s on-site concierge and explained her problem.
The concierge picked up her daughter’s prescription at
a drug store, along with Gatorade and magazines to keep the
girl comfortable,
and delivered them to her at home. The nurse, relieved that
her daughter had what she needed, was able to fully focus on
her This is just one of many examples of how concierge services, originally the domain of four-star hotels, are helping to relieve stress from the demands of work and life for an increasing number of busy healthcare employees. And employers like HealthONE, who partnered with Best Upon Request to offer concierge services at three hospitals, are experiencing the results from this employee benefit — less turnover and absenteeism, higher employee and patient satisfaction, and most important, higher quality care. Source: HR Pulse, Fall 2005 |
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Steve
O'Connor, SPHR, |
Professional Search Services
When you need a healthcare management recruiter, call Steve O’Connor at the Michigan Health and Hospital Association in Lansing, MI at (517) 663-5755. He’s the search consultant who produces this monthly newsletter and has hundreds of management candidates currently registered with his service. Most are open to relocation. You are also invited to browse his web site for more information on Professional Search Services at www.mhaservicecorp.com. Available positions may include: CEO/COO/VP • Dietitians • Finance • Food Service • Fund Development • Health Information Management • Home Health Care • Human Resources • Information Systems • Managed Care • Management Engineering • Marketing/Public Relations • Materials Management • Nursing Administration • Pharmacy • Physician Practice Administrators • Planning • Plant Operations • Quality Improvement • Rehabilitation Management • Risk Management • Social Work • Training and Development • Utilization Review For more information contact: Stephen
O’Connor, SPHR, Senior Director Corporate Office: Regional Office:
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Professional
Search Services
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Management
Recruiting for the Health Care Community |
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Stephen
O’Connor, SPHR, Senior Director
Jennifer Marshall |
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