Reprinted from Open Minds 9/8/2022

In health care, digital health companies have been hard hit over the past few months.  In fact, Digital Health Business & Technology recently reported that since June 1 of this year, 17 major health care-related companies have let go of a significant number of workers. In fact, the layoffs seem to be a daily occurrence in the digital health sector (see Tracking Layoffs Across The Industry).

But it’s not only those in the digital health category that feel the economic pain. Employees within every sector of health care are uploading resumes on job sites and interviewing for new positions. The Santa Cruz Valley Hospital in Tucson, Arizona, laid off approximately 300 staff (see Employees Of Closed Green Valley Hospital Left Without Pay, Seek Answers). This month in California, Watsonville Community Hospital will cut 673 from its staff (see California Hospital Plans For 673 Layoffs If Sale Falls Through). And in Tampa Bay, Florida, Shriners Hospital For Children announced they will layoff 20 employees this September after cutting 38 employees in April. Pediatric clinic chain Brave Health just announced planned layoffs for a third of its staff (see Portland’s Brave Care To Lay Off One-Third Of Staff).

It appears that the digital health layoffs and the layoffs in health care service capacity have different drivers. For the digital health companies, which are largely for-profit and investor-financed organizations, rising interest rates and declining investor appetite for deficit financing are causing layoffs (see A “Crucible Moment” Or No?). For health care provider organizations, which are mainly non-profit, we are seeing the post-pandemic market landscape take shape—with rising costs, flat rates, increased competition, and an end to federal supports.

This period of instability is painful for individuals who lose their employment and are forced to adjust their career plans. But for executives in the field, these employment shifts create a pool of available new talent—at a time when the competition for talent in the health and human service space has never been greater. However, recruiting new talent requires a nimble approach to recruitment, with the ability to respond with specificity in recruiting available direct care workers, highly skilled specialists, and/or managerial and executive team members. Doing that means having a focused outreach strategy. Craft a statement of your organization’s appeal to specific talent groups, and target specific talent cohorts using social media, outreach to outplacement firms, and networking with professional groups. These are just some examples of tactical approaches to targeted talent acquisition.

The period ahead is likely to be one of many pivots for health and human service organizations of all types—and more layoffs are likely as executive teams manage their service line portfolios. For the nimble executive team, there is the opportunity to acquire new talent amidst these shifts.

For help with hiring and attracting qualified applicants check out myApplicants. Download the fact sheet for more information.

The Wall Street Journal reported on January 5 that workers quit their jobs at a record rate in November while job openings remained close to highest-ever levels. As providers know, the US labor market remains very tight.

These are the facts:

• 5 million quit their jobs in November
• The quit rate was 3% up from 2.8%
• There were 6 million job openings at the end of November, a decrease from 11 million in October
• 5 million people are unemployed
• There are only two workers for every three positions
• None of this data incudes the more recent period effected by Omicron
• Industries bearing the brunt are retail, leisure, hospitality, healthcare and social assistance
• Healthcare workers are also quitting due to stress from COVID

Another part of the problem is millions of workers have dropped out of the labor force. Labor force participation – the percentage of the working age population employed or seeking employment is down to 61.8% from 63.4% prior to COVID. Some workers have retired (taken Social Security early), others face child-care issues, or remain too fearful of COVID due to underlying health issues.

What do workers want?

• Higher pay 
• More flexibility and less exposure to COVID

This may explain why providers with in-home services have been less effected than providers with group homes. In-home services are delivered one-on-one often with flexible schedules. Group homes created more exposure to others and schedules are more fixed.

Need help with hiring? Download the myApplicants fact sheet to learn more.

The Wall Street Journal recently reporting an uptick in hiring with almost 600,000 new people joining the US workforce in October.

• 1 million more people were employed in November than in October.
• The labor force participation rate rose to 61.8%, highest since March 2020 when the pandemic started.
• The labor force participation rate for women, 25-54 years old, rose to 75.6%, the highest since the start of the pandemic. This could indicate that child-care issue may no longer be deterring women from working.

Another hopeful sign is that people are starting to look at new careers. Cindy Ortiz started a job as a CNA after she lost her job at a call center. She was retrained by Goodwill of Southern Nevada.

Older workers, those 55 and up, are still holding back. A little more than 40 percent of this demographic were in the labor force in February 2020, but only 38.4 percent are today. That figure is identical to the level last May, when the economy was largely shut down. Almost two years into the pandemic, they are still not coming back to work. Some over 62 have signed on to Social Security.

Hiring in 2021 has proven to be significantly harder and different than it has been in years past. Part of the challenge, however, is creating a captivating and successful job posting. If done correctly, the job posting not only can sell an applicant on the position, but on the agency as a whole.

Here are our top 10 features that should be included in your next job posting:

Job Security

2020 was an intense year for layoffs, causing a lot of staff and employees to become more concerned about their job security. Make sure you are telling applicants that you are government funded and offer better job security than many alternatives.

“ABC Provider is funded by the state. We offer very stable employment opportunities with 40 hours a week”

Base Pay Plus

If overtime or holiday pay is available at your agency, highlight this! Many employees are focused on the weekly take-home pay, so give them an idea of what they could make in overtime. Extra holiday pay is something agencies offer, that a lot of other establishments can’t. Highlighting this will help you stand out from the big box stores in your area.

“A DSP on average earns $120.00 a week extra in overtime after 6 months.”

“All hours worked on any one of the 10 holidays is paid at time-and-a-half.”

Pay Differentials

If any positions are eligible for a higher shift or service differential, make this clear.

“Certain shifts are paid at a $4.00 hour higher rate.”

Benefits

Include an annual valuation of your benefit package with the hourly rate / salary. Agencies are able to offer really good benefits, giving them a competitive edge over other companies.

“Plus an annual benefit package worth on average $2,500 a year after 6 months.”

Paid Training

Applicants can be worried about jumping into a new position that they haven’t tried before. Make sure they know that training will be available for applicants. Let them know they will be supported at your agency.

Non-Taxable Expense Reimbursement

If the position offers mileage reimbursement, BYOD compensation for a mobile phone or other non-taxable payments, include these. Many other companies don’t offer this and it is a great benefit for employees!

“$10.00 nontaxable reimbursement paid per month for using your smart phone for work.”

Equipment

Let applicants know what equipment will be provided: smart phone, tablet, laptop, vehicle, etc. Some companies require applicants to provide their own equipment, so providing the tools they need will help you pull in more applicants.

Work From Home

If the position can be partially or fully “work from home”, use this. For prospective employees with children, this can be huge. Plus savings on commute time and costs can be a big factor.

“There is a 40% work from home option after 3 months (2 days a week).”

Phone Friendly

Modern employers are communicating through text, the best medium for reaching today’s new hire, especially millennials. Create a standard applicant-friendly text library to re-use with all initial applicants. Asking today’s new hire to download a paper form to fill-in and email it back is a big turn off. Make sure your application process is 100% mobile friendly.

Use Appropriate Language

Some of your applicants may have never worked for an agency before, so remove any jargon that applicants may not understand such as “QIDP” , “IP”, “DSS” or “community inclusion”. Keep it simple! Also, try substituting “You” and “Your” where feasible for your agency’s name, “Our” or “We”. Talk about the applicant, not yourself.