Healthcare is no stranger to turnover within its workforce, but that doesn’t mean it has to be a regular part of operating models. To better define the widening gap between leadership strategies and results, Huron interviewed 718 healthcare leaders and workers.
Findings reveal overarching misalignment in how employers perceive their employees’ workplace priorities and the need for more focus on well-being and technology initiatives in the workplace.
Misalignment hinders workplace improvement efforts
Research shows that employers have an inaccurate sense of what employees want improved in the workplace. When polled, management incorrectly perceived role alignment and feeling valued as two areas employees want to improve. Employees identified an increase in digital technology initiatives and paid time off (PTO) as the two critical areas for improvement. Employees point to technology as a component helping increase their daily efficiencies, while PTO helps them reset and recharge from their day-to-day stresses.
Employers and employees align on only 4 out of the 8 areas polled.
Despite this misalignment, management correctly identified some key focus areas that employees also identified as areas for improvement, such as improving workload balance, competitive salaries, health insurance, and diversity, equity, and inclusion initiatives.
Insights:
- Today, employees care more about pay, time off, and workload balance, signaling that their fundamental safety and security needs require attention.
- Compared to last year, employees are dissatisfied with their competitive annual bonus, financial incentives, and child and elder support offerings.
Health and well-being is a major priority for employees
Increased economic and social uncertainties have increased the need for health and well-being initiatives in the workplace. Now more than ever, employees are thinking critically about how their job functions and work environment affect their mental and physical health.
A full 81% of those polled report feeling burned out more than a few times a month over the past six months.
As such, they want their employers to provide more access to programs and resources that improve their overall well-being. Employees also expect their employers to get ahead of the problem by improving their work-life balance and offering scheduling flexibility. This comes as no surprise as employees gravitate toward employers that provide generous benefits packages that include competitive PTO and healthcare enrollment options.
Insights:
- Lack of work-life balance is the top factor contributing to burnout in 2023.
- 37% of burned-out respondents are considering leaving their current position in the next 12 months.
Adopting integrative technology helps attract top talent
A key takeaway from Huron’s research is that, across the board, employees are satisfied with technology integration in their organizations. While initial adoption can be cumbersome as employees learn how to incorporate new digital tools into their systems, the payoff is immeasurable as it can reduce administrative burdens and increase efficiencies. Organizations should continue to invest in this area, despite high satisfaction, as its importance to employees remains high.
Investing in technology is ranked as the most effective recruitment and retention initiative by surveyed organizations.
For example, by adopting talent-focused tools, employers can ensure they are properly staffed during high-volume times, helping the employees and the patients they serve. Some of these talent-focused tools include:
- Predictive shift management tools
- Cloud-based talent management applications
- Self-service automation for talent management
- Advanced analytics for engagement and retention
- Productivity and worker utilization tools
- Advanced analytics for talent management
Insights:
- Employees remain satisfied with their employers’ digital technology and analytics
- Compared to prior research, organizations’ investments in digital, technology, and analytics rose 34% with a focus on recruitment and retention tools.
Aligning employees’ workplace priorities with how their employers perceive them requires a different, more precise approach to talent than organizations currently utilize. With the divide between employee and employer perceptions, actively listening to employees is a necessary first step to ensure investments are made in high-impact areas.