Chapter 3Chapter 3Workforce DemographicsWorkforce Demographics

To identify the three major labor force trends that are driving change in the US workforce demographics

To characterize the gender, racial, and ethnic demographics of the health care workforce

To discuss the impact of social, human capital, and organizational factors on health care workforce demographics

To identify recommended organizational-level actions that are consistent with the systems approach and suggested by the American College of Healthcare Executives (ACHE), American Hospital Association (AHA), Institute for Diversity in Health Management (IFD), and National Center for Healthcare Leadership (NCHL)

To appreciate the challenges of managing a diverse workforce

Chapter ObjectivesChapter Objectives

Toosi (2009) identified three trends that will dominate through 2018:Slower growthIncreasing numbers of older workersContinuing growth in racial and ethnic diversity

Trends in the US Labor Trends in the US Labor ForceForce

Will add 3.2 million new wage and salary jobs from 2008-2018

22% projected growth overall Hospitals – 1% of healthcare

organizations with 35% of workforce – will see lowest growth at 10%

Home health – will see highest growth at 46%

Healthcare Career OutlookHealthcare Career Outlook

Veterans (1922 – 1943) – “I want to join the world and benefit accordingly.”

Baby boomers (1944 – 1960) – “I want to help change the world but I also must compete to win.”

Gen X (1961 – 1980) – “I can’t depend on institutions – I must keep my options open.”

Gen Y/Millennials (1981 – 2000) – “I must live life now – and work toward long-term shared goals.”

Today’s WorkforceToday’s WorkforceGenerational DiversityGenerational Diversity

(Erickson, 2008a)(Erickson, 2008a)

Workforce diversity – associated with delivery of culturally and linguistically appropriate care

Concordance – match between patient group identity and his/her caregiver

Diversity and Health Diversity and Health ProfessionsProfessions

Social – social attitudes, socioeconomic disparities, sociopolitical context

Human capital – education, experience, technical competencies, interpersonal competencies

Organizational – policies, procedures, plant, people, technology

Factors in Career DisparitiesFactors in Career Disparities

Model of Factors Affecting Career Advancement of Women and Model of Factors Affecting Career Advancement of Women and People of ColorPeople of Color

Source – Dreachslin and Foster Curtis (2004). Source – Dreachslin and Foster Curtis (2004).

Not High School Graduate

High School Graduate

Some College Associate’s Degree

Bachelor’s Degree

Advanced Degree

Bachelor’s Degree or Higher

Men 13.4 31.9 16.5 8.0 19.4 10.9 30.3

Women 12.4 30.7 17.1 10.2 19.4 10.2 29.6

White 12.4 31.3 16.7 9.2 19.6 10.7 30.3

Hispanic

37.1 29.6 12.9 6.5 10.1 3.8 13.9

Black 15.8 35.2 19.8 9.4 13.3 6.5 19.8

Asian Not Calculated

Not Calculated

Not Calculated

Not Calculated

Not Calculated

Not Calculated

52.4

Table 3.5: Educational Attainment for People over 25 by Gender, Table 3.5: Educational Attainment for People over 25 by Gender, Race, & Ethnicity, 2010, by Percent Race, & Ethnicity, 2010, by Percent

(Source: US Census Bureau Statistical Abstract of the US – 2012)(Source: US Census Bureau Statistical Abstract of the US – 2012)

The difference between the education and competencies needed for the available jobs and the education and competencies actually possessed by available workers

Disparities in educational attainment contribute to the skills gap and to health care organizations’ ability to recruit and retain a diverse and culturally competent workforce

Skills GapSkills Gap

Can be used to assess health care organization’s performance against best practices in four areas:1.Community responsiveness2.Culturally proficient care3.Workforce diversity4.Leadership team diversity

Organizational-Level Actions Checklist Organizational-Level Actions Checklist developed by: ACHE, AHA, IFD, NCHL developed by: ACHE, AHA, IFD, NCHL

Identify strengths Target areas for action Determine if systems approach to

diversity management and cultural competence is employed

Define best practices for high-performing organizations

How to Use Assessment How to Use Assessment ResultsResults

Managing generational differences (page 97)

Languages other than English in the workplace (page 98-99)

Responding to patient preferences (page 99-100)

Diversity DilemmasDiversity DilemmasCH 03 Case ExamplesCH 03 Case Examples

Retire retirement Design cyclic work Recruit at multiple entry points Invest in development Offer lateral career opportunities Engage hearts and minds

Erickson’s Prescription for Recruitment and Erickson’s Prescription for Recruitment and Retention of Generationally Diverse Retention of Generationally Diverse

WorkforceWorkforce(2008a, 2008b, 2010)(2008a, 2008b, 2010)

“When an English-only rule applies only at certain times, for example, when employees are engaged in certain activities or in the presence of customers, the EEOC interprets this employer action as permissible under Title VII, provided that the employer can show that the rule is justified by business necessity.” Burns (2001, pp. 1-2)

Languages Other Than English in Languages Other Than English in the Workplacethe Workplace

Identify common ground Invest in professional development Improve team and organizational decision

making Adopt the systems approach to ensure

that diversity management and inclusion are built into the culture

Manage diversityManage diversity

Career pipeline Concordance Human capital factors Organizational factors Skills gap Social factors Workforce diversity

Key TermsKey Terms