4. 80% of the Workforce Says Mediocrity is Tolerated… Even REWARDED
The Corporate Quality Index Report has covered this key index item in detail since inception. Sadly, it seems as much as quality and excellence are touted tenants of our profession, it also seems that mediocrity is not so secretly snuck in there… tolerated… and, many times rewarded.
There is so much to discuss on this point a la our episode in the Corporate Quality Podcast; often including the effect that those who “don’t rock the boat” tend to be the ones promoted — those movers and shakers, usually punished (passively, or otherwise)... turning over after burning out shortly thereafter.
What does all this mean? One thing: Employees want their managers to LEAD BY EXAMPLE.
8. Lack of Transparency totals 58% of the Reasons Your Job Postings Are IGNORED
Transparency is trust. While the term, similar to corporate social responsibility, tends to be subjective and self defined in the eye of the beholder – it doesn’t take away from the fact that human resources are ultimately HUMAN. We need to respect the integral need of people and the desire to work for and with people they actually trust.
Digging in further into this stat of “refused application,” 25% of the talent reported that an unclear job description would lead them to not apply to a job posting. That’s even higher for managerial candidates who report this effect at 33%.
Once again diving into the macro economics in this vein, there are some definitive advantages in salary transparency, alone — giving hiring and talent acquisition boosts to employers seeking new hires in 2024.
- About 6 in 10 hiring managers said that including salary information in job postings helps attract qualified candidates.
- 62% of workers would rather stay in a job with flexible work options than accept a higher paying position with rigid in-office requirements.
- 63% of workers report plans to ask for a raise; mostly due to higher inflation (39%), taking on more responsibilities (26%), and feeling underpaid after checking salary market rates (16%).
Speaking of: If you’re interested in the physical therapy and rehab therapy salary norms, please explore UpDoc’s Job Market Pulse salary trends report. This resource has been used on both ends of the equation, with many practice managers using the report in conjunction with their own research to get ahead of the wave, particularly if there are rumblings of dissatisfaction at work due to the feeling or perception of being underpaid.
9. 70% of Managers Do NOT Have Burnout Prevention Tools
That is right: Only 30% of managers feel they have the tools to track individual employee burnout; and, it only gets more complicated:
- Only half of managers feel they have effective tools to track changes in company culture.
- And, only 42% of managers feel they have the systems in place to track and reward excellence.
- Combined with the knowledge that company culture is tied to Intention to Stay, as well as its own sense of team engagement… we come to a global statistic that 70% of the variance in team engagement is determined solely by the manager.
The picture here that is painted is three fold: FIRST, managers do not have requisite objective tools to manage up the culture in their own work teams. SECONDLY, employer organizations do not seem to have the tools required to manage up their respective levels of supervisors in a way that increases confidence by decreasing variance in team engagement. FINALLY, as shown in the 2023 Practice Management Report, a majority of line managers actively see how tough things are on the line staff; they are worried about not being able to pay their people competitively and fear burnout.
However, without the tools to detect and therefore make forward moving changes… what more can they do?
10. Less than 30% of the Workforce is Happy with Pay
Of course, anyone… EVERYONE would pretty much say: “Yeah, they could always pay me more.”
This is true of any given clinician, support staff, manager, executive, and practice owner — AND, we know for a fact that all levels of management wishes for both the health of their business as well as the ability to issue deserving pay to their staff… that the economics of the healthcare system reimbursed more favorably.
That said, 28% of the talent would stay for better pay — not a majority, not a minority… but something to consider. And, if that is the sticky wicket… we need to consider the discussion all the way back to the problem of hiring.
We know that the Majority of Job Posts are Ditched because Application Process SUCKS
- 60% of applicants quit filling out application forms due to complexity or length. (SHRM)
- 72% of hiring managers claim they provide clear job descriptions, but just 36% of candidates agree. (HR Dive)
- 1 in 2 jobseekers have had a negative experience during a hiring process and 50% of respondents had declined a job offer due to a poor experience. (CareerPlug)
- Company culture is important to new hires. Indeed, 32% of workers said they would agree to a 10% reduction in salary if they cared about their job strongly enough. (Jobvite)
- Treating workers – at all levels – with respect was rated as “very important” to 67% of employees, higher even than compensation, which was rated by 63% of employees as very important. (SHRM)
ON THAT LAST ONE: How about calling them DOCTORS? New grad physical therapists certainly don’t get paid enough for any of it; the least we can do is acknowledge their academic achievements.
As a commentary: If that makes some top of mind unnamed manager or senior clinician feel strangely insecure, offended, or indignant about calling new grad DPTs doctors, or taking up issue to treating new grad licensed PTAs as whole professionals and colleagues rather than a lightly upgraded aide or tech… that just might be a THEM problem — and, just maybe… they are the one bringing everyone down and need to be properly managed up, or performanced out.
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