06Jun

Far from becoming an employer market, hiring home health care workers is as hard as ever, industry executives say.

In SeptemberHome Health Care News said industry jobs posted on Indeed were trending down, suggesting “home health and home care agencies simply aren’t looking to fill as many positions.” With the national unemployment rate at 8.4% in August and fewer jobs to fill, agencies would have an easier time recruiting.

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Even then, some agency leaders felt differently.

“I think we have to respectfully disagree with that point, because it is challenging for us to find caregivers — and very challenging for us also finding the right one,” Ryan Iwamoto, the president and co-founder of 24 Hour Home Care, said in September. “That has been probably the biggest challenge that we’ve had.”

Now, an October survey by myCNAjobs found 57% of 281 participating home health care agencies admitting they are struggling with recruiting staff. Only 5% maintain they are doing well.

Despite a still high unemployment rate, hiring workers has become so much a challenge that 71% of the agencies report turning down business because they didn’t have the staff.

One important reason for the recruiting difficulty, according to 87% of the agencies, is COVID. 72% said the pandemic has also made retention and scheduling more difficult.

Just getting people to apply for a job is difficult. Almost 3 in 10 agencies say they get too few applicants; 23% say they can’t get applicants to call them back. And 35% say when an interview is scheduled, the candidates simply don’t show up.

That’s lead the industry to try bold new recruiting methods and experiment with flexibility in requirements and scheduling for their workers.

“COVID will reshape the labor market in many industries for quite some time,” said Brandi Kurtyka, the CEO of myCNAjobs, speaking at the online conference of the Home Care Association of America last month.

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That’s already the case at Alternate Solutions Health Network, one of the largest operators in the country.

Amy Smith, corporate VP of revenue cycles, told Home Health Care News that Alternate Solutions courts restaurant workers. After bringing several on staff, the company discovered their experience in the busy, customer-focused food service environment taught them how to multitask effectively.

Instead of leaning toward candidates with health care experience, the company now looks more for candidates able to multitask, undaunted by the need to “start, pause, start something else, pause, and go back to something that was started weeks ago.”

Photo by Zach Vessels on Unsplash

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Do You Really Want to Be a Manager?

It’s flattering to be offered a management promotion. It shows the confidence your boss has in you, and the bump in your paycheck would certainly be welcome.

But before you say yes, take a deep breath and think about what it means. Not everyone wants to be a manager. Not everyone who is a manager should be one.

Being a manager comes with dramatically different responsibilities. Instead of being responsible only for yourself, as a manager you’re responsible for the work of a team. You’ll be dealing with different personalities and styles. You’ll face pressure from your boss to meet a whole range of new measures. Besides getting projects done on deadline, there will be budget considerations and quality standards. At the same time, you’ll hear from your reports about being pushed too hard or not getting the resources they insist they need.

You’ll be expected to coach your team, supporting them and giving them the feedback they need and want. At times, that means delivering feedback about poor performance. As a CNN Business article points out, you have to sometimes be willing to be seen as the guy delivering bad news.

Says Leigh Steere, co-founder of research group Managing People Better, “The No. 1 task that managers shy away from is confronting poor performance.

“They may be conflict avoidant. Some say ‘I’m not comfortable judging others.’ Or they want to be viewed as a nice manager. [But] it is not nice to withhold feedback from somebody that they need to learn and grow.”

The skills it takes to be a great manager are far different from those of being a great worker. Too often companies promote great workers because they perform at the top of the curve, only to discover that as a manager their performance is lacking at which point their rise in the organization halts — or worse.

While management training can make a difference, too often this training is limited to legal issues and administrative procedures. Even when the training includes coaching and feedback and similar matters, it takes constant reinforcement and personal commitment to be effective.

So when the opportunity comes along, think it through. Ask managers you respect for advice. Discuss with your boss the changes you’ll need to make. Then ask yourself, are you willing to give up what you do in order to manage others? Is that you?

Photo by Austin Distel on Unsplash

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