Health Chaos

My premise is that there is less expected of health care professionals today. Is it just in this state, that I moved to 3 years ago? I think not. Professional positions that not long ago required at least a bachelors degree, if not a masters, now require an associate degree, or any educational level that provides the person with some very basic education and the employer can pay a LOT LESS in salary.

I see this trend not just in my profession, but in many, many professions. Yet we are told  that our economy is strong and there are lots of jobs! Sure, for slightly more than minimum wage, very limited or no benefits, and no job security. More and more I see contracts for a limited time vs. the days of longevity meaning you can invest in a retirement plan and your position is relatively secure. I live in an “at will” state which means you sign a paper,  a contract, which states that you can be terminated, at any time, without notice, with no warning and no reason given. On the other hand, you, the employee, have the same privilege. And I have exercised this right twice this year. Why?

 Now employers are looking for “technicians” or “specialists” which in health ”professions”  in this state, means a student, or an entry level worker,  who wants to earn a few dollars, with no higher goals, ambitions for professional growth.

 In support of my observations, I must say that I have found that the attitudes of those doing the hiring and firing has become very vindictive and demeaning. Perhaps because the ones “in charge” who have been promoted to the role of supervisor or manager are not qualified, educated, nor experienced for their role. Their communication skills seem to be nonexistent. ?the old “peter principle” at work again?

I believe, from my years of experience, that health professionals, more specifically supervisors, educators, mentors, and managers have a very hard time admitting mistakes.

In how they handled a difficult client/patient. In how they handled strife in staff relationships. In how they handled their supervisory role when they should have been more inquisitive, supportive, rather that critical and demeaning.

In how they handled staff meetings. Staff meetings to me, are for sharing new information, but more importantly for team building. The more the staff talks and shares, the better. You will learn a lot! I have found that frequent staff meetings are extremely important. And the longer the agenda, the shorter the meeting. And the shorter the agenda, the longer the meeting. Staff is often very pleased to have a forum to be heard and respected.

A good manager, supervisor, mentor always gives the benefit of the doubt, and then shares similar experiences in order to help the staff persons grow, rather than become angry and disillusioned.

This concept leads somewhat to evaluations of staff. Why not allow “self evaluations” on which you can comment. Do not make these events a crisis and frightening. Make them a growth experience for both of you. Don’t make them long and tedious. See if you can prepare a somewhat brief, and to the point, evaluation. Just as your initial interviews should be. Let the staff talk. You will learn a lot more that way. Generally forget exit interviews. When that time comes, egos might be so bruised that you don’t hear the truth. I have occasionally left before the exit interview. I knew I would not be heard anyway. And I once had a lengthy interview, trying to be honest about the management style, and after I left several staff were laid off and/or fired and/or left because they couldn’t stand the place.

So what kind of manager/supervisor/mentor do you want to be?  One who is rigorously honest and willing to listen, grow, be even more supportive of your staff? Do you want your former staff to not fear asking you for references? Do you want to be respected and respectful?

One of the most difficult tasks that I have had as a manager is hiring and firing staff. I would like to share a few tips.

 Hiring: trust your instincts at the interview. Have a second interview. Try to avoid phone interviews. We all make such different presentations in person.  Don’t ask all the questions. Keep the forum open and encourage questions and comments. It is not even worth your time to contact references, but if you do, the only question worth asking is “would you hire this person again?” Be wary of letters of inquiry that say “I am the perfect person for your position”. Nobody knows this but you! Walk them through the work area;  introduce them to the current staff; show an applicant  the potential work area.

 Seriously consider the employee’s orientation. Make it thorough. Meaning, introduce a new employee, or an applicant,  to staff. Give them a packet that you created with the agency’s (of whomever) history, needs, current situation, mission, goals, funding sources. Include a list of staff with phone numbers and email addresses. Include a detailed, long list of acronyms. Tell them where to park, where to get lunch. Tell them the good and bad (yes; the bad things too) that they should be aware of. Make it clear that you have an open door…any time…

 And as I have said before, have the workspace CLEAN AND PREPARED. Have flowers. Be welcoming. Have the keys ready.

 Firing is much more complicated. One may have to go through all the union rules, and civil service rules first. One must document and document and document, while mentoring and trying very hard to save the employee. And it is best, when the day comes, to make it as pleasant and supportive as possible. I would suggest forgetting an exit interview, unless you really plan to listen intently and be willing to make changes in how you hire, supervise, manage. I would also suggest that you offer to be supportive, provide a reference that you feel that you can comfortably provide, and make suggestions that  will be helpful, not critical. I have had employees, upon firing, who cried and thanked me. Be prepared for this possible scenario too.

 Good luck