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Marilyn Moats KennedyExclusive Representation
Keynote Fee : Call For Quote Travels From: IL |
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Programs
Managing Change: The Healthcare Employee in 2010There are three times as many workers available for employment ages 55 to 70 as there are 18 to 24. That ratio will continue for at least the next 15 years. The limits to organizational growth will be people, not material or money. In this program we'll look at four issues:
- How will smaller businesses compete for employees with the Fortune 500 and what role do benefits play in employment decisions?
- How is the nature of work changing and what impact will this have on companies? For example, there are three kinds of workers available: full time, part time, and episodic.
- What is the relationship of lifestyle to employee benefit decisions?
- A profile of the future workforce.
Understanding the Demographics of the Emerging Healthcare Market
There are four age cohorts in the healthcare workplace now, and a fifth coming on in the year 2006. These five groups share some traditional values but differ on important ones, such as the role of managers, employer/employee loyalty, and what constitutes a good day's work. In this program Kennedy gives an overview of the workplace values and lifestyles of the groups that will dominate the workplace in the next century. She discusses methods of communication that deliver the same message in ways that each group understands and responds to. Finally, she looks at predictions for 2006 and beyond as the Baby Boomers retire and the Baby Busters (a.k.a., Gen Xers) take over.
Cross-Generational Patient ExpectationsAs the US has diversified ethically and racially, what patients expect from healthcare providers has changed as well. The biggest influences have been age and experience. For example, Boomer women didn't mind pain in child birth because it was "natural." Twenty-something and thirty-something women want pain killers. They're not worried about instant bonding. There are many differences in how different age groups use healthcare, rate the experience, and choose providers. In this program Kennedy examines those generational differences for the five age groups in the population right now. At the end of this program, participants will understand why each generation's expectations of healthcare are different, what those differences are, and how each group rates the care each receives.
Managing the Three R's of Healthcare: Recruiting, Retention, and RecaptureBetween now and 2010, every US industry will suffer labor shortages. But healthcare will fare worst. Don't let the downturn in the economy fool you. The number of job hunters is not even near what there were between 1989 and 1992. Turnover will rise at alarming rates, the result of retirement rates (50% of the workforce will be eligible in the next four years) and the ongoing low birth rate. This will mean more competition for available workers and an increase in wages. Organizations will compete for the best and the brightest, as well as the merely competent. In this workshop, Kennedy will look at the hows and whys of the three R's, and what managers must do to keep, or recapture, the best of a cross-generational workforce. Issues include:
- The characteristics of today's workforce and how it is changing. For example: there are three times more workers between 55- and 70-years-old than there are workers between 18- and 24-years-old.
- Recruiting strategies that work: To web or not to web?
- Best practices for retention and recapture.
- Part-time workers: getting the best of the best
Why are people under 35 so disenchanted with corporate America? Even with recessions, down-sizings, and structural changes in the workforce their Boomer parents still prefer Big and being on the payroll. As companies eye an upturn while noting how small and mobile the young talent pool really is, what can they do to win and hold more of that pool? In this program we look at what's happened and what needs to happen. Will your company win its fair share? Here are the issues we'll explore.
1. Redefining common terms: Community and participation.
2. Old think: Rising to the top of the organization is a way to self actualize.
3. New think: Using the organization to develop skills on the way to building wealth in one's own business.
4. Old think: Office politics is part of work.
5. New think: Office politics is stupid. Who cares what one's co-workers think? I don't think about them. Why do they think about me?
6. Old think: Getting promoted to management is an achievement.
7. New think: Who wants to manage people? Boring and stressful!
8. Old think: What else can I do to advance the organization's agenda?
9. New think: Tell me what to do and I'll do it.
How can organizations engage the young long-term? Here are some preliminary findings based on in depth interviews and survey data.
1. Explain goals and values. Use management as a teaching function
2. Explain the reward system. Don't assume everyone understands.
3. Practice transparency.
4. Use cross-functional job rotation. Move people early and often.
The Baby Boomers (born 1946-1959) are looking at aging from an entirely different perspective than those born before 1946. Boomers are 35-40 percent of the population. With the Pre-Boomers (born 1934-1945) the two groups are almost half of the U.S. population. If you add people over 75 - the fastest growing age cohort - almost 60 percent of the population will be over age 60 in fewer than ten years. What happens next? In this program we'll look at the developing trends.
1. Boomers will work full-time or part-time, many episodically (40 weeks a year, 30 hours a week) until age 72-75. They will lobby Congress to stay on an employer's healthcare plan rather than move to Medicare at age 65.
2. Medical tourism will be an important counter to rising healthcare costs. Is a plastic surgeon trained in the US who practices in Asia or South America inferior to one who practices in the US and charges ten times as much?
3. Lifestyle drugs and neutraceuticals bought through the internet will dominate and will be much harder for the FDA to control.
4. Nursing becomes a second career as more people retiring from law enforcement and the military look at its tremendous advantages.
5. Medical students, both male and female, will enter practice later and stay fewer years.
6. Long-term care will require radical rethinking as what retirement looks like changes. Land grant universities will benefit in the short run.
7. Brain versus brawn. Should more research dollars go to dementia than to physical disease?
8. What can stem cell research do to slow or reverse the aging process and how much will it cost? Who will pay?
9. What are the implications for a youth-oriented society when more than 60 percent of the population is over 60?
10. Since the pursuit of happiness is guaranteed by the Constitution how will that play out for older Americans?
Speaker Information
Founder and managing partner of a 31-year-old management consulting firm, Marilyn Moats Kennedy is an expert on a variety of topics that affect the evolving workplace. She makes over 100 presentations a year on a variety of topics, including age diversity issues such as cross-generational motivation, management, communication, recruitment and retention, predicting future management trends, and organizational politics.
For 10 years, Kennedy was the "In the Trenches" columnist for Across the Board magazine and was the "Job Strategies" columnist for Glamour magazine for 18 years. She currently writes for The Physician Executive and is quoted regularly in national publications such as The Wall Street Journal, Fortune magazine and Fast Company magazine. She has appeared on "20/20" and "Good Morning America."
A former DePaul University faculty member, Kennedy is also founder and publisher of "Kennedy's Career Strategist," a newsletter on career planning, job hunting and office politics. She is the author of six books, the first of which, Office Politics: Seizing Power/Wielding Clout, established her as an expert on political survival in the cutthroat business world. Her other books include Career Knockouts: How to Battle Back, Salary Strategies: Everything You Need to Know to Get the Salary You Want, Powerbase: How to Build It/How to Keep It, Office Warfare: Getting Ahead in the Aggressive 80s, and The Glamour Guide to Office Smarts.
Kennedy holds a BSJ and MSJ from Northwestern University and is a charter member of Northwestern University's Council of 100 and The Medill School's Journalism Hall of Fame.
Testimonials
"With a four generational workforce in IT, Ms. [Kennedy] was on target with the differences in interests, thinking, desires, and motivations, of each of the generations. Gave us all lots to think about and act on in managing our workforce."
- Social Security Administration
"We feel that you accomplished for us exactly what we intended. You created an awareness that will help staff with interpersonal skills and allow them to manage a workforce more effectively."
- Elkhart General Healthcare System
"Your presentation...was received with overwhelming enthusiasm as you could tell from the audience's applause. The participants particularly appreciated receiving the tangible and useful suggestions on how to enhance their own leadership styles."
- American Medical Association Alliance