Millennials are about to replace Baby Boomers as the largest living adult generation in the U.S. This will have a significant impact on the recruitment and retention of health care technology management professionals.
Attracting Health Care Technology Management (HTM) Talent: Not All Strategies are Created Equal
Today’s workforce is undergoing a tremendous generational shift. The Pew Research Center reports that in 2019 Millennials will overtake the Baby Boomers as America’s most populous generation.
Among the myriad of ways this shift is reshaping the workforce in the U.S. is how companies approach recruitment and retention. Companies in every sector are generating creative new ways to make their businesses more attractive to the current and next-generation talent. One such method is by adding “extras” to the workplace — from the proverbial ping pong table in the office, to elaborate break rooms stocked with snacks, beverages and other lavish amenities. They’re also changing how “work” is defined, instituting expanded vacation policies, flexible work-from-home options, and attempting to replicate the “start-up feel” they believe younger generations of talent want.
This generational shift is hitting hard in the field of health care technology management as hospitals’ overall demand for HTM continues to grow. As technology evolves and starts playing an ever-increasing role in the delivery of patient care, hospitals require additional clinical engineering and biomed tech professionals to keep equipment maintained and working efficiently. However, half of all clinical engineers — and a similar portion of other health care technology management professionals — are over age 50 and marching quickly toward retirement.
Demonstrating the Value and Impact of the Health Care Technology Management Role
As the competition to recruit young talent ramps up, hospitals are concerned that they cannot deliver the same work experiences that Millennial tech talent expects. For instance, health care technology management staff generally cannot work from home or take unlimited vacation—hospitals operate 24/7 and require reliable HTM schedules. The traditionally conservative health care sector is also on the opposite end of the spectrum from the “start-up” environment.
But here’s the thing. Forward-thinking companies know the secret to attracting and retaining talent isn’t about making work fun — it’s about making work meaningful and valuable. Therein lies the opportunity for hospitals. What could be more meaningful and valuable than knowing that your work directly impacts, improves and often saves lives?
The solution to hospitals’ technology management challenge is elevating purpose. Minimize the less substantial work that currently consumes nearly half of HTM teams’ time—searching for equipment, managing large backlogs of needed maintenance and juggling the tedious amount of administrative paperwork — and showcase the important work that they can do to save lives.
Hospitals of all sizes are investing in new ways to free their clinical engineering teams to focus on the most engaging, rewarding and high-value work while opening the path to enriching career development. We have captured four key strategies that hospitals are implementing to build a culture that stands out and create the opportunities that attract the best in the field of health care technology management.