Finding a work/life balance in health care

Workforce, May, 2002

Dear Workforce:

I am looking for information on how health-care facilities, such as hospitals or long-term care facilities, have implemented work/life programs (especially for employees such as nurses and nurse's aides). What has worked and what hasn't worked?

--Instructor, health care, Kent, Ohio

Dear Instructor:

The answer comes from Megan Healy of The Segal Company:

Work/life programs have been most effective in hospitals that have done the necessary research to assess their employee demographics and the needs of their workforces. Recognizing the prevalence of women and parents of young children in the health-care industry, especially in nursing, can help focus program design. Gathering organization-specific information can help in the design of targeted and successful work/life programs.

Paid time off (PTO) programs have become one of the most popular work/life benefits offered to hospital employees. Although providing flexible work arrangements in the health-care industry continues to be a challenge, PTO programs are providing employees with more control over their time than has traditionally been offered. PTO programs recognize that employees need time off for a variety of reasons, many of which can be linked directly to work/life balance. In addition to PTO programs, many hospitals are addressing flexibility by allowing nurses opportunities to work 12-hour shifts. Longer shifts are enabling nurses to compress their workweeks into three or four longer days, leaving more free time to tackle work/life needs.

In addition to increased control over their time, the predominantly female health-care workforce values benefits that address childcare needs. On-site child care, sick-child care, and backup care have become critical levers for hospitals looking to retain single parents and shift workers. In addition to child-care accommodations for younger children, many teaching hospitals are offering full tuition support for the older children of employees as an incentive for employees to stay with the organization.

Hospitals have also had success utilizing internal resources in the design of work/life programs. Many hospitals offer their employees comprehensive wellness and preventative on-site health-care programs. Providing everything from health screenings to flu shots, hospitals are using these programs as opportunities to practice what they preach.

One new and growing trend: spirituality programs in the workplace. While these benefits are especially popular in the Southeast, many hospitals are beginning to recognize the value of these programs to employees who are struggling daily to balance work and life demands, as well as dealing with the stressful times in which we live.

Managing Peers

Dear Workforce:

I've been recently asked by our HR director to take on a promotional assignment to manage our recruiting team. The first challenge I see is that I will now be managing a former peer. How can I make this situation successful?

--Assistant vice president, human resources, finance/insurance/real estate, Pittsburgh, Pennsylvania

Dear Assistant Vice President:

The answer comes from Mike Sweeny, managing director, T. Williams Consulting, Inc.:

This situation happens quite often in companies and, if not correctly managed, could cause major headaches for you in your new role. If your peer was also in the running for the same promotion, I suggest that the director of HR meet with that person to fully explain why you were selected. This should help to minimize any possible resentment toward you.

Meet one-on-one with your former peer to discuss your plans for the department. Stress that you believe in taking input from all your staff members and that the lines of communication are always open. During your discussion, try to learn more about this person's career goals and emphasize that you want to work together to help achieve them.

Don't forget to meet separately with all your staff members so they don't think that your peer is getting preferential treatment. Always be conscious of how your decisions appear to the rest of the team. If you are very friendly with your peer, try hard not to let the friendship appear to shape your decisions.

Smoothing Out Salaries

Dear Workforce:

We recently hired a new employee whose salary was about $5,000 more than that of his supervisor, who had been with the company several years and had recently been promoted. However, the supervisor wasn't aware of this pay discrepancy until the information came out somehow in management conversation.

Up until that time, the supervisor had been a happy employee, but now he feels humiliated and I fear he may resign. Management tried to smooth things over by pointing out other benefits that compensate for the lower salary, but to no avail. What else can we do to smooth things over?

Bedeviled,

HR and office manager,

finance/insurance/real estate, Houston

Dear Bedeviled:

Rob Capretto, Ph.D., The Herman Group, says a person's sense of self-worth is often measured by the value that his employer places on him. Either your compensation program needs an overhaul or you are overly rich in supervision and lean on labor.