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The Radiology Technologist Workforce: Continuing Shortages and Suggested Strategies

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Title: The Radiology Technologist Workforce: Continuing Shortages and Suggested Strategies


1
The Radiology Technologist Workforce
Continuing Shortages and Suggested Strategies
  • June 2003

2
A Crisis, Severe in Some Regions
KEY FINDINGS
  • More than 80 of the nations hospitals are
    reporting shortages for Radiology Technologists,
    far more than even RNs or pharmacists
  • Almost half of the nations hospitals are
    describing severe shortages, resulting in
    drastically increasing expenditures for traveling
    Technologists
  • Some hospitals are reporting vacancy rates over
    50 for Technologists, leading to disfavored work
    environments, high stress, ED overcrowding and
    diversions, and decreased capacity
  • RCG studies have determined that, depending on
    the region of the country, the overall cost to
    replace a Technologist ranges from 60,000 to
    70,000

3
But A Problem Nationwide
The Cleveland Clinic has experienced sizeable
difficulty in recruiting Technologists, all while
volume and patient acuity are on the rise
The vacancy rate statewide in Kansas for Nuclear
Medicine, Ultrasound, and Radiology Technologists
is more than double that of RNs and pharmacists
Wayne Memorial Hospital has started costly
international recruitment of Technologists for
the short term, with significant salary increases
and sign-on bonuses
Some regions of Arizona, California, and Oregon
have reported Technologist vacancy rates
averaging over 20
Sources Premier, Inc. Kansas Hospital
Association The Federation of American Hospitals
4
An Increasing Demand for Technologists
Sources Bureau of Labor Statistics HRSA Bureau
of Health Professions 2000
5
But Wheres The Incentive?
Real Weekly Wages (in 1993 US)
Sources American Registry of Radiology
Technologists Bureau of Labor Statistics
6
Its Hard Being the New Kid
Increasingly, new Radiology Technologists leave
their initial jobs within the first year, not
after a few years of service.
  • Almost 25 of Floridas Radiology Technologists
    left their position in less than 12 months
  • Turnover rates in Floridas rural hospitals are
    almost 40
  • In some areas of the state, it takes more than
    90 days to fill a position in almost 80 of the
    cases
  • The vacancy rate for Radiology Technologists in
    Florida has skyrocketed from 3.0 in 1995 to
    14.9 in 2001

Source Florida Hospital Association
7
Provide Dedicated Support
Remember the adage that youll know if you like a
person within the first three minutes of meeting?
A similar statement can be made for employers
youll have a good feeling if youre going to
enjoy your new environment within days of
starting a new job.
SUGGESTED PRACTICE NEW HIRE SUPPORT MANAGER
  • A single individual that oversees a mentoring
    program and serves as liaisonfor all new
    Radiology Technologists
  • Regular contact with peers and managers
    decreases the sense of isolationduring the
    initial months and increases new hire retention
    rates
  • Often, can prevent early defections from
    Technologists by identifying concernsand
    problems much earlier

Source The Advisory Board Company
8
and Show Them How to Learn and Grow
Your technologists may enter with a certain
specialization, but after beginning work, may
want to learn other areas to help them advance
their career (and help you in the times when
youre short in a certain specialization).
SUGGESTED PRACTICE CROSS-DISCIPLINARY
TRAININGAND SPECIALITY PROGRAMS
  • Provide on-site programs to help your
    Technologists learn and get trained inother
    specialty areas of their interest and choice
  • Offer increased pay for those Technologists that
    have been cross-trained inother specializations
  • In each time period, offer specialization
    programs in those areas where yourorganization
    anticipates the greatest need or shortage

9
Know In Advance Who Youll Need
Staffing is one area where you shouldnt be
employing a Just In Time procedure. In many
cases, you can plan in advance for extended or
maternity leaves, transfers or promotions, or
other events that can shift the need for hiring.
SUGGESTED PRACTICE PROACTIVE RECRUITMENTANALYSI
S
  • Forecast months in advance the analysis of
    vacancy rates invarious specialty departments
  • Accelerates (or decelerates) the recruitment
    process, and informs allemployees of upcoming
    staffing issues (before they reach crisis stage)
  • Allows you to budget appropriately for human
    resources and reducesreliance on traveling and
    temporary staff

10
No Learning, No Growth? Im Leaving!
Hospitals are overcrowded, vacancy rates for your
staff are increasing, and you value your
Technologists more than ever but managers are
so busy that education and personal growth is an
afterthought.
BETWEEN HOSPITALS AND STAND ALONE IMAGING
CENTERS, WHO USUALLY CAN OFFER
BETTER HOURS?
IMAGING CENTERS
HIGHER PAY?
IMAGING CENTERS
BETTER RETIREMENT PLANS?
IMAGING CENTERS
STOCK OPTIONS?
IMAGING CENTERS
FREE PERKS?
IMAGING CENTERS
EDUCATION AND PERSONAL GROWTH?
YOU!!!
11
Work With Your Schools
Dont let your Technologists feel like there is
no room for growth or further education at your
organization challenge them to strive for
personal and professional growth and theyll
realize how important they are to your
organization.
SUGGESTED PRACTICE CLINICAL LADDERS
  • Partner with local universities and colleges to
    assist with further educationfor Technologists
  • Offer grants for Technologists to return to
    school, provided they stay withyour organization
    for at least two years after completion
  • Communicate and publicize the additional
    responsibilities or promotions thatpast students
    have achieved after obtaining further education
    have thosealums work as mentors for new
    students

12
Offer Alternative Training
Work commitments, family commitments, just not
enough time in the day make sure that your
Technologists still have educational
opportunities even if they cant attend
traditional classrooms or degree programs.
SUGGESTED PRACTICE DISTANCE LEARNING
ACCREDITATIONAND SPONSORSHIP
  • Pay Technologists while they master the textual
    and reading componentsof their instruction and
    certification in non-classroom, off-location
    settings, suchas Internet-based training methods
  • Provides your valued employees with additional
    education without having toattend time-consuming
    and costly traditional education
  • Additionally, provides more rurally-located
    hospitals to offer educational programswhere few
    alternatives may exist

Source New Hanover Regional Medical Center
(Wilmington, NC)
13
and Show Them How to Lead
The primary reason that employees leave an
organization is the lack of good management, yet
few hospitals focus on identifying those great
managers and having them train others on what it
takes to lead and motivate employees.
SUGGESTED PRACTICE BEST PRACTICE
MANAGERTRAINING AND MENTORSHIP
  • Identify those high-performing individuals and
    let them know earlythat advancement
    opportunities are available (and expected of them)
  • Emphasize the leadership, motivational, and
    other interpersonalskills needed to lead in a
    high-stress environment
  • Provide your managers with the techniques in
    order to identifyways to best retain your valued
    employees

14
When Money Just Isnt Enough
While fair and competitive compensation wont
guarantee retention of your Technologists, it
most definitely helps. Good and proactive
organizations study annual national salary
statistics to determine the competitiveness of
salaries to retain their best Technologists.
HOWEVER
An average salary for a Radiation Therapy
Technologist in New Jersey is 65,000 What is it
in neighboring Pennsylvania?
53,000
An average salary for a Sonography Technologist
in Oregon is 64,000 What is it in Utah?
41,000
An average salary for a Mammography Technologist
in Ohio is 39,500 What is it in Rhode Island?
57,000
Source Radiologic Technologist Wage and Salary
Survey 2001 (ASRT)
15
Know Your Market
In this competitive marketplace for good
Technologists, waiting for annual results of
compensation may be too late as an area
hospital adjusts pay, your employees will know
about it almost immediately.
SUGGESTED PRACTICE REAL-TIME AREA
MARKETCOMPENSATION RECALIBRATION
  • Have your managers continually scan the market
    and conduct real-time audits ofyour competitors
    compensation practices
  • Quickly adjust your pay and benefit levels as
    required, and proactively getapproval for these
    more immediate changes
  • Dont be a first mover dont unnecessarily
    increase compensation onlyto set off a wage
    war in your region

16
And Your True Competition
There may be hospitals in your region that offer
much higher compensation, but could be further
away from your employees residences than your
own hospital or could provide fewer
transportation options that you can.
SUGGESTED PRACTICE ZIPCODE ANALYSIS OF
EMPLOYEERESIDENCES AND NEARBY HOSPITALS
  • Analyze where most of your employees live and
    which hospitals they may pass byduring their
    commute
  • Determine your advantages/disadvantages in
    compensation to those hospitalsand adjust more
    accordingly with those organization as primary
    competitors
  • Dont be as concerned with hospitals in the
    region yet near where few of yourTechnologists
    live commute and ease of transportation can be
    a significant considerationwhen choosing a
    workplace

17
But Do They Have the Right Info?
Hearsay can be dangerous Did you hear how much
Nikki is making down the street?, Geez, McEwan
Medical Center is so much more generous with
benefits, or That signing bonus at Thrall
Hospital sure is enticing! arent uncommon
examples of statements in these competitive times.
SUGGESTED PRACTICE EMPLOYEE COMPENSATION
PUBLICATION
  • Publish online or through a consistent
    publication detailed and straightforwardinformati
    on on your hospitals compensation, including
    benefits and changes
  • Ensure that your Technologists know their full
    compensation package, as well asexpected future
    benefits (such as increased vacation, 401(k) or
    403(b) benefits, etc.)
  • Compare your organizations package with other
    hospitals in your area, especiallythose that are
    using immediate (but effective) tactics for job
    switching such as signing bonuses

18
If She Leaves, How Much Did That Cost?
Even if you can locate those talented
radiologists to replace one that just left your
organization, its gonna cost you
60,000 to 70,000!
40,000to50,000
9,800
10,800
2,500
Source RCG analysis based on average hourly
salary of 26/hour for Technologists
19
Whos Blocking Them From the Exit Door?
There are lots of Chiefs in a hospital
Executive, Operating, Nursing, Medical,
Information but whos really responsible for
keeping your employees from leaving?
SUGGESTED PRACTICE CHIEF RETENTION OFFICER(CRO)
  • Appoint a Radiology Manager of sufficient
    stature to develop dashboardsthat show
    executives organization-wide the retention
    challenges and improvements
  • CRO is responsible for revising Technologist job
    descriptionsand ensuring that all others
    involved in recruiting/retention are
    demonstrating involvement
  • CRO is also responsible for developing and
    implementing new orientation,education, and
    support opportunities for employees

Source The Advisory Board Company
20
Let Your Staff Be Heard
Youll find that what is at one time not an issue
for staff becomes more of a concern in a short
time yet yearly employee satisfaction surveys
do not allow you to identify many of these
problems before it is too late.
SUGGESTED PRACTICE AUDIT/SURVEY OF EMPLOYEE
SATISFACTION
  • Continually audit your employees to identify any
    new or increasingissues that are affecting
    employee morale and satisfaction
  • Target areas early and develop programs to help
    staff withsignificant issues
  • Allows your managers to catch issues much
    earlier that couldaffect retention

21
and Provide Additional Support When Needed
Sometimes, you just wont be able to find
additional staff at the most critical junctures
or it could be that you have short-term staffing
crises that dont call for the hiring of
full-time staff.
SUGGESTED PRACTICE RADIOLOGYTECHNOLOGIST POOL
  • Keep an alumni base of those Technologists
    that left your organization forreasons other
    than moving to another hospital retirees, new
    mothers, careerswitchers, etc.
  • Develop a way for them to stay informed with
    your organization, such asalumni newsletter or
    invitations to holiday parties
  • Identify those alums who might consider being
    part of a pool fortemporary staffing when your
    organization is overburdened you alreadyknow
    their abilities and they know your organization

22
Start, Grow, Enjoy, and Stay
So much emphasis is placed on recruitment
obviously important. But dont fall into the
trap that many organizations do and forget about
those most-talented employees youre already
lucky enough to have on board.
  • Making the FirstDays the Best
  • New Hire SupportManager
  • Cross-DisciplinaryTraining and
    SpecialtyPrograms
  • Proactive RecruitmentAnalysis
  • Helping ThemGrow
  • Clinical Ladders
  • Distance LearningAccreditation
    andSponsorship
  • Best Practice ManagerTraining and Mentorship
  • Paying ThemFairly
  • Real Time AreaMarket CompensationRecalibratio
    n
  • Zip Code Analysis ofEmployee Residencesand
    Nearby Hospitals
  • EmployeeCompensationPublication
  • Keeping ThemHappy
  • Chief RetentionOfficer
  • Survey/Audit ofEmployee Satisfaction
  • RadiologyTechnologist Pool

23
How Can The RCG Help You?
As a spin-off of the Massachusetts General
Hospital Associates, RCG has addressed many of
the issues regarding the recruitment and
retention of the best Technologists and have
leveraged many best practices to gain a
competitive edge. We can help your organization
by
  • Visiting and analyzing your organization to
    determine the strategies that canhelp you
    attract and retain the best talent
  • Employing the best practices described in this
    document that willbest work with your hospital
    or health system
  • Monitoring the recruitment/retention situation
    at your organizationthrough periodic audits and
    surveys to determine any needed changes or
    additions in strategies

For more information, please contact Ms. Nicole
Pliner, Managing DirectorThe Radiology
Consulting Group(617) 726-1751 www.thercg.com
24
How Can The RCG Help You?
Please click here to return to RCGs website
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