Comp 2 Reflection

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Jan 9, 2024

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Comp 2 – Reflection Determine strategies to improve health care workforce performance Abdul Sameer Shaik University Of Phoenix MHA: 543: Tackling The Talent War In The Health Sector 01/08/2022 Dr. Melissa Green

Single-Payer System’s Impact on the Workforce Is pursuit of a single-payer system the solution to workforce challenges? Why or why not? Answer is Yes. Single-payer healthcare model in the U.S. may have a significant impact on workers’ compensation. In a single-payer health care system all the health care costs are financed through taxes and this has been embraced by countries like Canada, United Kingdom, Taiwan, and Australia. This system can be the solution to some workforce challenges like wages and salaries. By reducing employers’ cost of healthcare insurance, single-payer system can allow employers to redirect money they are spending on those costs to their workers’ wages. Vast majority of U.S. workers would like to have a job that not only pays decent wages but also provides health insurance coverage and retirement income benefits. And most of today’s workers can only reliably access those benefits through employment. Nearly half of jobs fail this test as they don’t offer good health care coverage. Single payer system would make it far easier for employers to offer good jobs in this regard, as every job would now be accompanied by guaranteed health care coverage. However, this may raise new challenges with employees’ retention as there is no leverage gained by the employer and employees have luxury to easily change jobs. What challenges have occurred to health care workers in countries that have adopted a single- payer system? In Single payer system collection of payments from patients and reimbursements to providers is carried out solely by the government. However, physicians can still be in private practice and work for public or private facilities, and hospitals can be public or private. In contrast, under socialized medicine, such as in the U.K., the government owns the healthcare delivery systems and physicians work for the government. Alternatively, universal healthcare provides every qualified citizen of a country with health insurance. Under a true single payer system, such as those in Canada and Taiwan, physicians would not have to worry about multiple contracts, fee schedules, different standards for different procedures or obtaining prior approval of services. Instead, there is a single set of payment rates and standards around what services are covered. Which means, single payer system would allow patients to see any doctor, any time, without copays or deductibles. Vision, dental and mental health services, along with prescription drugs, equipment, supplies and diagnostics would be covered. This would lead to a measurable

increase in demand for healthcare, which can cause not only long waiting times for patients but also add complexity in medical decisions as the government may dictate what services and treatments are covered based on financial considerations rather than medical necessity. Would similar challenges occur in the United States? Why or why not? Similar challenges are most likely to occur in United states also. For example, if single- payer system were to be implemented in U.S., Physician and other healthcare workers’ compensation may drop. Canada, which has government-set payment rates, physicians earn less than their American counterparts. On other hand, single-payer system may also reduce physician burnout and frustrations with the current system where patients can’t afford to comply with care plans, and physicians end up providing less-than-optimal care. Multi-Generational Workforce Much attention is given to the multigenerational clinician workforce, but what about the multigenerational administrative workforce? Are the challenges similar? Generational diversity is designing work environments that attract both the younger generation and retain the staff who have differences in attitudes and values. Multigenerational administrative workforce will take a similar focus concerning communication, building commitment and compensation. The labelling of four major generational cohorts are termed: the veterans, the baby boomers, the generation Xers and the millennials. The veterans (1925–1945): Veterans have experiences of economic hardship and living through the great wars. These experiences translate to loyalty, discipline, teamwork, reward for hard work, respect for authority and hierarchy and seniority‐driven entitlement in the veterans’ cohort. Administrative staff in this cohort are over 60 years of age and although having plans to retire, they are being encouraged by governmental incentives to remain in the workforce to prevent ‘brain drain’. This generation makes decisions based on a utilitarian and militaristic authority tradition and therefore respect authority and adhere to rules. This translates an expectation for respect for age and experience in the workplace. Baby boomers (1946–1964): grew up in a relative steady state of free expression, economic prosperity and educational growth and believe that they are entitled, and this notion is central to their work ethic. Living to work is the motto of this driven and dedicated cohort who look consistently to external sources for validation of their worth. This group may equate work with personal fulfilment and self‐worth. They are distinctly competitive, have little familiarity

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with delayed gratification and are strong willed. Boomers want to be noticed and valued for their contributions through work‐related perks or recognition. For example, they enjoy monetary gain, promotions, titles, corner offices and reserved parking. This generation coined the phrase workaholic. Generation X (1965–1980): Graduates of this generation are individualistic in their approach to work and do not align themselves with the ethos of being a member of a team. They have learned how to manage their own time, set their own limits, and get their work completed without supervision. Their formative experiences have cultivated adult workers with a strong propensity for outcome, rather than process, a greater affinity for information than introspection, a desire to know facts over emotions and an intimate familiarity with ambiguity and flexibility that renders them anxious when faced with fixed, rigidly imposed, or closed‐off bottom lines. Interestingly this cohort values a work‐life balance and is well suited albeit ironically to a job market that holds no promise of stability and every assurance of change. Millennial generation (1980–2000): Millennials share many attributes with Generation Xers. They often thrive on maintaining a balance between work and home and seek seamlessness between the way they play and work. Millennials enjoy strong peer relationships and favor a collective, cohesive, and collaborative approach to teamwork. This cohort is adaptable to change and is technology dependent. Consequently, they have spent their formative years interactively participating in the discovering of new knowledge, challenging their own and other's assumptions and synthesizing unprecedented amounts of interfaced information at break‐neck speed. Job portability and lateral career moves are also important to this group. Also, what challenges may you face when dealing with multigenerational interactions between the clinical and administrative workforces? One‐size‐fits‐all retention programs do not address the priorities and expectations of the four different generations found in today's workplace. Looking for commonalities in approaches to the work environment may make possible a space for all generations to co‐exist while dealing with interactions between the clinical and administrative workforces. All generations are different in the 3Cs. That is, Commitment, Communication, and Compensation. Newer graduates in the administrative workforce have been educationally prepared to speak for themselves and encouraged to voice their opinion to contribute to the team. This is often misunderstood especially by older staff in the clinical space who were taught to respect and

listen to their elders and basically speak only when spoken to. The comments of a novice administrative staff are premature and may be disrespectful and can cause frustration and ill‐ feeling. Novices may be advised to wait for an appropriate period of time before publicly criticizing the way things are done in clinical space and that older staff can be encouraged to be more accepting of newer colleague's perspectives and more welcoming of a fresh point of view. Veteran clinical staff have left a legacy, by virtue of their age and experience. They may find the blurred role and responsibility expectations of Xer and millennial non-clinical staff, who also want to have fun at work, difficult to understand or accept. An understanding of these differences in perceptions of the work setting provides the impetus for managers to adjust leadership and management styles to match the specific employee mix. Generation Xers require that the leader/manager makes time to listen to concerns and gives positive feedback regarding their performance in an environment that acknowledges their contributions. Unlike the boomers who are dedicated to the profession, Xers seek to find a balance between their personal and work lives and make this a high priority. This difference in priorities may create conflict and damage the work environment with one group describing the other as pessimistic, selfish, and possessing no work ethic. Coaching is a way to help people make the best use of their own resources. It is a way to bring out the best of people's capabilities. Coaching typically takes place on a one‐to‐one basis, where the manager as coach helps a staff member realize a vision or achieve specific goals. Coaching is best suited to veteran staff who prefer a traditional, seniority based one‐on‐one coaching style and formal instructions on how to improve their performance. Boomer staff enjoy collegiality and participation and prefer being coached in peer‐to‐peer situations. Generation X prefer opportunities to demonstrate their own expertise. Mentoring is a way of guiding a staff member through a more personal, long‐term relationships. Typically, the mentor helps to ‘open doors’ for the individual, assist in entering places and experiences they may not have access to on their own. Millennial staff expect more coaching and mentoring than any other generation in the workforce. Personal feedback is important to millennials along with opportunities for self‐development. Generation X and millennial staff are eager to listen to individuals who are willing to share their wisdom while acknowledging their personal life experiences and knowledge.

References Fundamental health reform like ‘Medicare for All’ would help the labor market https://www.epi.org/publication/medicare-for-all-would-help-the-labor-market/ What single-payer healthcare would mean to doctors https://www.medicaleconomics.com/view/what-single-payer-healthcare-would-mean-doctors Generational diversity: what nurse managers need to know. https://search.ebscohost.com/login.aspx? direct=true&AuthType=shib&db=bti&AN=85479819&site=ehost- live&scope=site&custid=uphoenix

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