By John Garrett
As the average age of the Field Service Engineer (FSE) increases and the demand for qualified service personnel increases there is an ever-growing need to retain qualified individuals to service diagnostic imaging equipment. There are a number of strategies that are being employed with varying degrees of success.
Throughout the medical industry there is a big push for employee engagement. A Gallup poll indicated that about half of all employees are not engaged with the job they do every day. What that translates to is that about half of the people in the workforce are doing the work for money alone with no further interest in the company that employs them. Polls show that over 75 percent would leave for the right offer and roughly 70percent would take a pay cut for the “ideal job.” The answer given to address this challenge is “employee engagement.” Employee engagement is often touted as the single requirement to ensure retention.
I need to impress that employee engagement is critical. An FSE needs to feel connected to the work that they are doing. They need to understand the importance of what they are doing. They need to understand how the work translates into positive outcomes for patients and the company or hospital. The employee has to trust the person who serves as their manager or director. Knowing the person you report to will support you and help you develop is invaluable. The work environment should create a workplace that is, at the very least, a good place to go work every day. All of these aspects and others are important to retain qualified personnel.
However, it is a myth to believe that compensation is not important. If a big enough offer is made, an FSE will go to work somewhere else even if it is reluctantly. When someone has the opportunity to increase their income significantly, it is unrealistic to expect them to pass on the opportunity without some serious thought. It is unrealistic to believe that culture and engagement alone will prevent them from leaving for the higher pay. Health care as an industry is focusing on employee engagement. So, taking a higher paying job does not preclude the individual from going to another location that is also focused on engagement.
So, what can be done to mitigate the migration of your quality personnel to other companies or hospitals? First, cultivate a good working environment that will engage employees. There are a number of books as well as extensive training available on creating culture in the workplace. Next, know who is competing for your personnel. Watch the open job positions and know what they pay. Make sure that you are compensating properly compared to the hospitals and companies around you as well as compared to anyone that might want to “fish in your pond.” As there are fewer qualified people available, the demand will drive up the average compensation.
Finally, start recruiting for the industry. Not just for your company or hospital. They will benefit from the growth in the industry. Get involved in career days at high schools. See if you can create a scholarship for people who are looking to get into the field. In short, start creating a new pool of qualified candidates so that the needs of the company or hospital as well as the industry can be met now and in the future.
