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Americans are living longer, and may be finding themselves in the workforce past the traditional retirement age of 65.  According to a study by Sun Life International, 27 percent of workers in the United States expect to work five years beyond the “new” retirement age of 67.  Due to the shortage of qualified medical professionals, hospitals are doing their best to retain older workers.  Offering part-time and flexible scheduling and allowing liberal leave of absence are two accommodations that often are made.

The realities of the current economic conditions, low investment returns and inadequate collection of savings by many Americans may make working in their mid-60s and beyond a necessity.  In addition, many pre-retirees have said that they plan to continue to work in order to remain active while enjoying the personal satisfaction of making a contribution.
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In response, institutions are casting their nets to retain and recruit this growing pool of eligible workers.

Employers also recognize that veteran workers are loyal to their organizations. After a lifetime of full-time work, pre-retirees often are more interested in part-time, or temporary work.  The idea of less commitment to the job, not more, is more attractive at this stage of life.  Younger workers seeking to “climb the ladder” can provide the “core” of the workforce, supplemented by the “ring” of those individuals preferring part-time employment.

Creativity in scheduling and technology can be utilized to reduce the physical and emotional demands of a position.  Elimination of some of the physical or emotional stresses of a position, such as working in non-supervising roles, or by reducing the number of hours worked each day, can make continued employment possible.

An ideal situation for many workers seeking to “downsize” their jobs is temporary employment.  This allows for “snow-birding” while also supplementing income. Licensed healthcare professionals such as RNs, PTs, OTs, and LPNs will find that their services are in great need by healthcare facilities. Many currently licensed nurses are approaching retirement age.  The shortage of RNs will be heating up as these boomers seek to retire or work fewer hours.   Med-Scribe, Inc. would welcome the opportunity to meet any licensed professional seeking to work “temp” until full retirement. We look forward to hearing from you!

Research has found that “ shift work”  can have negative health consequences on workers. Employees who rotate shifts and work off shifts are more prone to stress-related disease.  Specifically, Irritable Bowel Syndrome (IBS) and coronary heart disease are seen in greater prevalence.

In 2007,  the University of Michigan Medical School found that nurses who work shift patterns had a “significantly” higher risk of developing abdominal pain, constipation, diarrhea, and Irritable Bowel Syndrome (IBS) than those nurse who always worked during the day. The risk was especially high for those nurses who rotated between day and night shifts. The conclusion was that biological clock disturbances can influence the health of workers.

In another study, Researchers followed 972 people ages 35-59 who had had heart attacks. They interviewed their subjects at six weeks and then two and then six years after returning to work  and discussed with them their degree of stress at work, their lifestyle and health.

A high-stress job was defined as combining “high psychological demands (heavy workload, intense intellectual activity and important time constraints) and little control over decision-making (lack of autonomy, creativity and opportunities or develop skills).”

The study found that those who said they had high levels of work stress at six weeks and then two years had double the chance of having another coronary “event.” These results remained consistent even when taking into consideration such variables as the severity of the first CHD event, family history, lifestyle, personality, and other health conditions.

Nursing and other caring professionals do work under stressful conditions. The requirement for perfection in execution of tasks, difficult and emotional interactions with patients and families, and conflicting and constant prioritizing can require emotional endurance and adaptation.

Everyone has a varying degree of capacity for coping with stress.  What is a difficult emotional situation for one person may not be for another (example: telling someone they need to get to work on time.)  Both studies asked that individuals understand the demands of their chosen fields and positions before entering into them.

These researchers also suggested that employers take steps to modify the psychological demands of a job.  Such activities as mentoring, training, and modifying the work to minimize interruptions and conflicting demands can do much to reduce stress.  Employers should maintain staffing levels to the minimum needed to perform the work safely and effectively    They should also be aware of the stress-reducing qualities of allowing employees as much autonomy at work as possible.

At Med-Scribe, Inc. we applaud the efforts of employers who make an effort to promote healthy lifestyles and enriching workplaces.  Healthcare workers may have a difficult job to do, but will perform their best work when provided with systems designed with “people” in mind. As workers, we can help a coworker through a tough time with a little understanding and listening. Avoid gossip, or negative comments and try not to make anyone’s path any more difficult. Managers can make accommodations to see an employee through a rough spot, letting him or her know it’s OK to take a few days to straighten out a babysitting arrangement.  A no-tolerance approach to harassment also should be implemented. These strategies reduce stress and engender employee loyalty.

The jobs outlook is improving, however slowly. CNNMoney.com published a story earlier this month that stated that several economists believe 2011 will see more jobs created in a “self-sustaining recovery.”

In addition, CNNMoney.com also reported in December that upwards of “84 percent of employees plan to look for a new position in 2011.”

Now, while that 84 percent figure (that’s a bit more than four out of five workers) sounds a bit incredible to us, it’s no secret that this recent downturn has exhausted employees and managers. Many workers understandably will be thinking that the grass may be greener somewhere else.

If you feel that the only way to keep employees is through salary and large bonuses, you’ll be pleased to know that there are many ways to help your employees feel appreciated. In fact, according to a recent survey of almost 600 workers, 56 percent said that, after benefits and salary, feeling that their employer appreciates them can go a long way to helping them stay put.

Unfortunately (for management), 54 percent of employees surveyed told researchers that they felt their co-workers appreciated them more than their supervisors or company leadership.

What can you do? The surveyed workers offered several non-monetary suggestions. They were:

• Let employees know how their individual contributions affect your facility’s goals and success.
• Be sure your supervisors and managers meet with their staff members individually at least once every six months or so in order to give “useful feedback” and to discuss goals. This can be an informal meeting and, if possible, should not be a part of an employee’s annual review. Instead, employees want to feel that their supervisors care about their professional future and so would like to meet on a one-on-one basis to receive feedback  and suggestions, etc.
• Company-subsided trainings and seminars so that workers can learn new skills, or improve existing ones, also ranked high on employees’ wish lists.

In other words, workers simply want to be acknowledged for their good work and given the tools and empowerment to do their jobs well. They want to receive feedback on how they can improve their performance and they’re hungry to know that what they do matters.

Here’s to a prosperous new year for you and your employees.  We are hoping for your success and look forward to hearing from you and assisting you with the challenges ahead.

Will an understanding of generational differences in the workplace make for smoother on-the-job human relations?  Very possibly!  Some generalities have characterized employees from one era or another. Go to the “Greatest Generation (those born from about 1901-1925) for reliability and stability.  Baby Boomers believe that with hard work anything is possible.  Generation X may seek self fulfillment more than economic reward when selecting a worksite and will look for work-life balance.   Generation Y will bring a high level of technical experience and will value group work.  Generations X,  Y and Baby Boomers are now in the workplace hammering out business strategies together.  Diversification of generations in the workplace leads to multiple streams of strengths, based on the differing “world view” of the contributors.

Our differences, however, are moderated by our similarities.  Everyone wants to feel safe at work, to have their contributions recognized, and to participate in the benefits of goal achievement. Managers who recognize the values that are cherished by their employees are well on their way to success.  By actively recognizing the contributions brought through working together and with generational differences, a manager can empower a group to improve communication and eliminate negative attitudes.

The events we lived through do not define us, but they can give us a foundation of shared experience.  It is “human nature” to interact most easily with those whom we share values and experiences, however, it is important to develop a culture of inclusion in the workplace. Everyone’s contribution should be developed and encouraged by managers.  Activities and project assignments that develop group experience among the generations will facilitate human relations.  Encouraging staff members to recognize that not everyone shares their world view, while focusing on the strengths of individuals, is a strategy to develop a business culture of acceptance and inclusion.

The valuable experience of the 20-year employee can be incorporated into technology utilizing the skills of a newly hired Generation Y employee. The manager who ensures that everyone’s contribution is recognized, helps others to realize those contributions, as well.

Bringing people together in the workplace can certainly be challenging. In identifying differences we also can identify strengths.  Highlighting the value of individual contributors and what a diverse workforce can achieve will do much to encourage smooth working relationships among generations.

Med-Scribe, Inc. utilizes an Affirmative Action Plan.   This plan gives our company the advantages that diversity brings to the table of economic success. We encourage all professional healthcare employees, whatever their generation, to apply today! We look forward to hearing from you.

The new year often gives us a moment to pause for a re-evaluation.  When it comes to thinking about the future, does your vision align with your goals for your company or your career?

Reviewing and renewing a commitment to a strategy, a plan or a culture will help you chart a direction and establish a plan for future success.  2010 brought challenges to almost every industry and employee.  As the saying goes, “what doesn’t kill you makes you stronger.”  What survival strategies did you employ and what have you learned that added to your skills and flexibility? How will the experience of 2010 shape your vision for 2011?

To evaluate a vision consider the following: Some ideas for companies as they create or rework their vision (suggestions for individuals follow):

1) Is your strategic vision still applicable? Or did market changes require a mid-year correction to your plan?

2) Are you asking the right questions? We recommend that you take an objective look at your company or your career and ask yourself the following:

• What’s working and what’s not working?
• What do you want to achieve in 2011?
• Is there anything you are doing that is devaluing your career or business?
• Is there anything you see looming that should be considered in your plans?
• What action plan could be developed to begin in a new direction?
• How can you insulate your career or business from the inevitable fluctuations in the market?

3) Once you’ve developed your vision, be the champion of it.  Write it down.  Commit to it and if you are a leader, share it with your team.

Executives should integrate the vision into every process and job description. Impart it in every meeting, from beginning orientation to the exit interview for all employees.  Put it out there at every opportunity and select employees who self-select to “buy into” the vision.  Engage all company leaders in the dynamic implementation of your goal. Let everyone know about it through all public relations avenues, including social media.

Implementing a company’s strategic vision is best accomplished with the input of everyone involved.  Solicit suggestions for attaining goals and share the achievements and rewards of the company with employees.  Provide open communication on progress, and define how progress will be measured. Creating or revising your company’s vision will go a long way to helping all employees move in the same direction, working toward the same goals and meeting the same challenges head on.

If you champion your own career and establish your goals, you’ll need to define the employee you want to be and the role you want to play.  Create a plan to make that dream a reality. Align yourself with organizations that can assist you to create success, as you see it. Another way to put together a strategic vision is to decide where you want to be in your career in one year. Then think backwards in steps you can take to get you there. Write these steps down and continuously evaluate your progress, making corrections as needed.

But perhaps the best thing you can do as you create a vision for your career is to write it down. Place it in a spot (or spots) where you’ll see it often. Take a few moments daily to sit and feel what it’s like to have achieved the vision. Writing and visualization are powerful tools that really do help people achieve goals.

As we begin 2011, all of us at Med-Scribe, Inc. wish you and yours a successful and prosperous new year!

Incredible but true: how employees perceive their employer really can predict a company’s success in the marketplace.

A study conducted by Gallup, Inc. and presented in the journal Perspectives on Psychological Science,  reports that workers’ perceptions about their job is a predictor of their firm’s performance.

This study was based on research that studied employee retention and satisfaction surveys, customer loyalty and the financial records of more than 2,000 business units within 10 companies (in the retail, manufacturing and sales sectors).  Researchers found that employees harboring favorable opinions about their jobs correlated with positive outcomes for their firms.  With higher opinions about the jobs, researchers found improved employee retention, greater customer loyalty and better financial performance.

What can this mean for your company? How employees feel about their jobs influences the bottom line!   Sounds like the old “what goes around comes around.”

What does it mean to treat your employees well? People want to work where they have some “say” about how the job is done and where they are treated with respect and kindness.

Some suggestions:

• Ask for employee input on matters that have a direct impact on them.
• Ask your workers for ideas on how your firm could do things better. You’re certain to find some real gems in the suggestions they offer and recognize the contribution.
• Be sure your workers know how they affect your company’s success. At orientation, let your new hires know what their work actually does for your firm and how their efforts have a real influence on how well the entire company does. This helps people feel they are part of something bigger than themselves, that they are working with their colleagues toward a common goal.
• Be upfront about expectations from the start. Set clear guidelines regarding what you expect about the following: start and end times, breaks, taking time off for doctors’ appointments for the employee and family members and other important errands that usually can only be completed during the work day, and so on.
• Create a pleasant working environment. Is your equipment up to date? Is your facility safe, secure and clean? Do your workers have all the tools they need to perform their jobs?
• Recognize employees for jobs well done. Employee-of-the-month programs are great.   Supervisors should thank employees for a job well done.  Appreciation can go a long way in generating positive feelings about their work.

An interesting finding from the study: Workers’ perception of their employer is more important than what a company actually does. The saying rings true here: perception is your employees’ reality.

Med-Scribe, Inc. appreciates the contributions of  the many people, both in the field and in the office, who have contributed to our reputation as an excellent employer.  We are proud of the nurses,  attorneys, physical and occupational therapists, and administrative staff we have had the privilege to work with.  If you are seeking an employee or a position in healthcare, contact the leaders in medical staffing at Med-Scribe, Inc. We wish everyone a healthy, happy and prosperous new year.

A study by researchers at Israel’s University of Haifa has found that “emotional intelligence” is correlated to job satisfaction and employee loyalty.

Researchers studied the emotional intelligence (also known as EI) of more than 800 private and public sector workers, looking for how well the workers rated on several EI traits.  EI is defined as the capacity to understand and control your emotions, to see/recognize emotions in others as well as in yourself and how to use negative emotions (such as envy) to your advantage. (For example, you’re envious of your friend’s promotion, so you speak to your own boss about what you can do to get a promotion and then implement what he or she suggests).

As IQ varies among people, so does EI.  For example, some people are better “readers” of emotional states in others.  They take accurate cues from facial expressions, tone of voice and postures and correctly interpret the moods of colleagues.

The Haifa research took a look at how a person’s emotional intelligence affected such things as attitude, organization, morality, behavior and even whether someone was more prone to job burnout than another.

High EI scores correlated with on-the-job success and happiness.  People with high EIs were more positively viewed by colleagues. It was found that workers with high EI’s are better able to cope with stress and challenges at work, and less prone to job burn-out.

People with higher EI were found to be careful in their work habits and were perceived as most co-operative by their co-workers.

How can this information help you? If you’re an employer it is important to understand that the innate ability to perceive the emotional states of others varies among individuals.  There are instances when a manager can help an employee learn to read the non-verbal cues sent by others. All workers may benefit from examining their communication styles/EI traits for areas of improvement. EI is a priority in healthcare, where sensitivity to others is required.  High EI is contributing to the culture and performance of staff on many levels, and should be considered an important element of culture-building.

Clearly, all of us would like to attain the positive influences of a high emotional intelligence.  Skills can be developed to enhance the innate ability we have.   Here are some links with advice on how to do so:

Suite 101: “How to Increase Your Emotional Intelligence”

Ezinearticles.com: “How to Increase Your Emotional Intelligence”

On a Squidoo lens: “How to Improve Your Emotional Intelligence”

Caring about the emotions we see and create at work is a cornerstone of emotional intelligence.  At Med-Scribe, Inc., we recognize how important “soft skills” are to success. Our policies include kindness and respect with all interactions; and avoidance of making negative comments about others.  Anyone who has worked with individuals with high EI appreciates their contributions to the culture of the workplace.  We look forward to hearing from you.

Did you know that employers could be better using feedback from their workers to help them become better companies? In fact, according to a recent study, workers whose employers took the time to survey them and then implemented some of their suggestions, looked much more favorably upon their employers than companies that  a) never surveyed their workers or b) didn’t put into action some of their staff members’ suggestions.

The survey conducted by Opinion Research Corporation found that almost half — 47 percent — of those entities polled did not use employee surveys and, of those who did, about half did nothing with the results.

The research showed a strong correlation between how well a company’s workers thought of their employer and how seriously a company responded to its employees’ feedback: more than 4 out of 5 employees said the changes their employers made as a result of the employee survey had a personal, positive impact them. Most employees also said the changes companies made as a result of employee feedback were positive overall.

Our takeaway? Employers truly should listen to their workers and employees should be sure to offer good, solid suggestions. Employees should be prepared with  possible solutions that may remedy a problem they’ve identified.

Smart employers take advantage of their employees’ wisdom — and there’s plenty of savvy, wise and out-of-the-box thinkers on any hospital’s or medical facility’s payroll.

Employee surveys can be especially helpful during times of turmoil and change. Promoting a sound exchange of ideas between staff and employer is a great way to facilitate change during times of turmoil.  Open communication and transparency will increase everyone’s engagement and is the heart of implementing change at the worksite.

Med-Scribe, Inc. assists clients undergoing growth by staffing with the highest caliber of candidates that can be sourced.  We assist our employees by providing the best benefits we can afford and by making their concerns a top priority.  Contact us today!

There are signs that the economy is improving and that more employers are starting to hire.  Healthcare remains an excellent source of employment opportunities.  At Med-Scribe, Inc. we remain eager to speak with all types of experienced health professionals, RN’s,  physical therapists, occupational therapists, speech therapists, experienced medical secretaries, medical billers, medical assistants, LPN’s  and medical coders.

As talent scouts for healthcare specialists, we are constantly seeking top-performers for our temp staffing and direct hire positions. When considering working with any recruiter, you should find one that “speaks your language.”  Medical employees work in a demanding profession and being happy on the job is important. We have been placing administrative and clinical employees successfully since 1987. You, too,  may appreciate our experience and professionalism.

We ask both clients and candidates to keep the communication open when working with us. Our role is to help our clients find the best talent available.  Candidates should understand that clients may not be willing to change their minimum qualifications. Our role is to create a great match, between what a client is seeking and what a candidate would like to find in a position. The more we focus on the match, the better our service will be for both our candidates and clients.
When you meet with a recruiter, be specific when describing what you need to see to make a job change or consider a position.  As you are interviewing on your own, or should your circumstances change, be sure to let the recruiter know.  Through our interviewing process, you may learn some great ways to describe your experience relative to an opportunity, as well as questions you may want to ask to ensure you find a great fit.

If you are able to temp, it’s a great way to learn a lot about a company and get your foot in the door before you make a more permanent commitment. If you are seeking to hire, you avoid the employer obligations while you, too, can assess the “fit” of a candidate.

Our clients should know that the ongoing communication, both good and bad, is a key to our success.  Provide timely feedback after interviews or receiving rèsumès.  It can be very difficult to work without current information on the candidates and position.  And it’s best for our candidates to know where they stand in the process, for any given search.

We welcome informed consumers, both candidates and clients. Clients should be aware of the market forces, get our feedback on candidate impressions after interviews, and work with our recruiters to focus the search properly.   You company’s staff should look at working with an agency as a great adjunct to a search they are conducting. Healthcare professionals can be mindful of the benefits and opportunities offered by registering for temporary work.  At Med-Scribe, Inc. our greatest satisfaction is seeing our clients delighted with a candidate who is achieving their professional career goals. We look forward to hearing from you!

Although healthcare in general has escaped major the bloodletting (employee layoffs) experienced by other industries during the Great Recession, it’s always a great idea to work hard to becoming one of those employees considered to be indispensable — the worker that your hospital or medical facility would never think to lay off or let go.

Employers, as well, should think about making themselves indispensable to their employees. Great healthcare professionals always are in demand and you’ll want to work to make yourself an employer of choice, particularly as the nation’s job market improves.

In this article, we’ll offer tips to both employees and employers on how to become indispensable.

For employees

• Become innovative. That is, learn where and how you can add value to your department. Come up with ideas on how to solve problems and create opportunities. Competency no longer is enough; becoming the “go-to,” in-demand worker who will be hard to replace requires that you go above and beyond what is asked of you.
• Embrace all tasks as opportunities. Look at challenges not as “problems to solve” but as opportunities to make things better. Become a “glass is half full” kind of person.
• Play well with others. That is, truly embrace the concept of collaboration with your colleagues. Your medical or administrative skills may be superior, but if you consider yourself a “lone wolf” you easily could be seen as standoffish and not a team player. If cutbacks come, employers tend  to keep collaborators more than soloists because those left after layoffs often need to work together even more.

For employers

To become an employer of choice for healthcare professionals you should work to fix systems, remove barriers, model right behavior and reward and recognize staff for outstanding work

You may start by being sure your hospital or medical facility:

• Clearly identifies expectations
• Shares goals with your leaders and staff
• Sends thank you notes for jobs well done
• Rewards exceptional work with free lunches, gifts, extra paid time off, etc.

If you’re a hospital or medical facility looking for outstanding employees, or if you’re a medical professional looking to work at an outstanding employer, contact Med-Scribe Healthcare Recruiters. We have many exceptional employers looking for exceptionally skilled and hard-working healthcare professionals, from nurses and physical therapists, to medical coders, technicians and other professionals. Contact us today!