The Great Resignation…Adversity or Opportunity?
By John V. Guiliana, DPM, MS
A December 2021 ResumeBuilder.com poll of 1,250 American workers found that about 23% of employees will seek new jobs in 2022, while 9% have already secured a new position. The “Great Resignation” is upon us!
Reducing stress in the clinical setting is instrumental to not only professional success but also to job fulfillment. If you talk to healthcare professionals, they may tell you from first-hand experience that a cause of “the great resignation” is frequently attributed to practices rowing upstream against stagnant reimbursements, rising costs and regulatory burdens. To be financially healthy amidst this new paradigm, practices often must do more with less. Naturally, the COVID-19 pandemic has greatly magnified this paradigm.
This new paradigm tends to create burnout amongst staff as well as the feeling of lost autonomy by physicians. The current trend and affinity toward corporate medicine and private equity acquisitions versus private practice is now understandable, as physicians seek to regain their purpose of caring for people, as opposed to also running a more complicated business. There are indeed some instrumental strategies that can be deployed in the private practice setting in an attempt to sustain employee morale, job satisfaction and profitability.
Technology can be a double-edged sword. It’s frequently viewed as one of the stressors, creating much of a practice’s angst. But once embraced and used correctly, technology might be the “way out” of the great resignation.
Technology must be used in a way that facilitates processes and does not interrupt them. Doing more with less demands a critical look at all business processes and determining what can be automated without sacrificing quality. Features such as patient engagement, automated recall and others, are essential to enable staff to do their jobs with greater ease and fewer resources. According to a 2020 World Economic Forum survey of about 300 global companies, 43% of businesses expect to reduce their workforces with new technology. Automation is certainly a strategy to defend against the great resignation.
But modernizing the technology of a medical practice demands effective leadership and change management from the top of the organization. After all, if the stress associated with moving from point A to point B appears greater than the stress of simply remaining at point A, the organization will tend to remain stagnant.
To be an effective change agent, leaders must start with organizational buy-in. People must feel included in various parts of the decision-making process, rather than feeling as if they were handed a mandate. They need to understand the rationale for the change, and how remaining stagnant will perpetuate increasing stress, which is no longer a viable option. The team must thoroughly prepare for the change and proactively expect that there will be a temporary, “adoption discomfort” associated with it. Knowing that this additional stress will only be temporary helps set the stage for a positive movement toward change and creates proper expectations. Innovators, early adopters, and laggards should be identified early so they can receive the proper individualized resources.
While technology and its proper use are critical for managing organizational stress, physicians and their staff shouldn’t be shy about incorporating stress management techniques into their culture and personal lives. There are plenty of online resources that can assist. Goal setting, organizational celebrations, team-building exercises, cross-training and perpetual feedback can round out the strategies to help reduce the great resignation.
This blog is intended for informational purposes only and does not constitute financial, legal, medical or consulting advice. Please consult with your legal counsel and other qualified advisors to ensure compliance with applicable laws, regulations, and standards.