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PubMedDate not supplied

Hospital layoffs. One facility's experience with a work force reduction.

In 1994 the conversion of Tennessee's Medicaid program to managed care sharply reduced the census of all Memphis hospitals, including St. Joseph Hospital and Health Care Centers. St. Joseph's Operations Leadership group (OLG) decided that expenditures must be cut by $8 million-$6 million of it coming from wages and salaries--so the hospital could enter fiscal year 1995 with a balanced budget. With the help of a consulting firm, the OLG determined that the wage and salary cuts could be realized by laying off a certain number of employees. All workers were told, in a series of round-the-clock meetings, that 162 jobs (22 managers and 140 hourly workers) would be eliminated in nine days. The hospital's labor relations attorney approved the criteria according to which workers would be dismissed. On the designated days (one for managers, another for rank-and-file workers), the layoffs were completed in an organized manner. The OLG had arranged with a private firm to set up a career placement center for the dismissed employees. Of the 162, 105 took advantage of the center's services. Thirty-five of those (21 percent) had new jobs within 45 days of the layoffs. The OLG was straightforward with the local media about the layoffs. Hospital leaders calmed remaining St. Joseph workers' anxieties with a series of follow-up meetings. These sessions also provided the OLG with useful feedback on the way it had conducted the layoffs.

Budgets↗
PubMedDate not supplied

Career planning.

Explore the source record for details and available documents.

Career Mobility↗
PubMed1996

Physician glut. Physicians--the next victims of "downsizing?".

Should physicians really be polishing up their CVs or preparing to enter another line of work? In a word: No. What a recent survey makes clear is that, while managed care is driving physicians from some markets, jobs are still available in other markets traditionally underserved by physicians. This is not to suggest that the physician employment market has gone unchanged. Many physicians, particularly specialists, have taken income hits, and some specialists truly are in need of work. Primary care physicians, however, have seen their stars rise and are now in a position to work wherever they want. Physicians may no longer be able to practice within 50 miles of where they were raised or where they were trained, as has been their wont. Instead, they will have to do what other professionals have long done--go where job opportunities take them. In short, they will have to add a career strategy to their scientific mindset, and that means an aggressive job search, coupled with a strong consumer orientation.

Consumer Behavior↗
PubMed1996

What to do while things are changing.

No longer able to support an entitlement culture, the business of health care is rapidly giving way to a culture of marketability. However, effective career management within a changing professional landscape doesn't have to be nightmare. Physician executives can learn to work with the dynamics and principles of change management to significantly reduce their error rate and increase their chances for success. Using change management strategies and tools effectively is the best way to transform any sense of urgency you may feel into energy, information, and action. This is the optimal time to create a better work environment for yourself, and become a better resource for the community you serve.

Career Mobility↗
PubMed1998

Forging new relationships: HIM and managed care.

HIM professionals are blazing a trail in managed care in many roles. This article samples the perspectives of five practitioners, offering a glimpse of their work, their backgrounds, and the skills and experiences that have helped them manage their careers.

Career Mobility↗