HR Advancement Center - PowerPoint Presentation

HR Advancement Center Six trends you should know about the future health care workforce Health Care Workforce Trends

Retention remains a pressing issue 12 Physicians want employment—and work-life balance 3 Nursing faces a shortage of experience 4 The fastest growing roles aren’t doctors or nurses 5 Employees seek flexibility in many forms 6 Technology promises to make some jobs easier—and replace others

Source: HR Advancement Center Annual Turnover, Vacancy and Premium Labor Benchmarks. Health care staff turnover continues to rise in 2018 HR Advancement Center Interviews and Analysis Health care staff turnover excluding PRN staff

Source: HR Advancement Center Annual Turnover, Vacancy and Premium Labor Benchmarks. Still unable to control turnover of first-year employees Percentage of turnover attributed to employees with less than one year of tenure Cohort Median HR Advancement Center Interviews and Analysis

Source: HR Advancement Center, Eight Insights on Retaining New Hires. How might we strengthen our early retention strategy? HR Advancement Center Interviews and Analysis Your first-year retention strategy starts with your hiring strategy . Pull forward hiring so prolonged vacancies don’t lead to more turnover. Help managers have the courage to ask staff directly if they plan to leave.1 234567Eight insights on retaining new hires8New hires often feel they are failing and their managers would disagree. Extend accountability for first-year retention down to the front line. Hold up a mirror to teams with an unwelcoming culture . Find the full report here: Eight Insights on Retaining New Hires Engaging millennials isn’t enough to keep them . Start predicting turnover before it happens.

Retention remains a pressing issue 1 2 Physicians want employment—and work-life balance 3 Nursing faces a shortage of experience 4 The fastest growing roles aren’t doctors or nurses 5 Employees seek flexibility in many forms 6 Technology promises to make some jobs easier—and replace others

Source: “The Complexities of Physician Supply and Demand: Projections from 2017-2032,” Association of American Medical Colleges, April 2019, https://news.aamc.org/press-releases/article/2019-workforce-projections-update/ Physician shortage expected to become more acute HR Advancement Center Interviews and Analysis Time to complete training Aging population Retirements Drivers of physician shortage On average it takes 7-15 years to complete physician training Projected physician shortage by 2032 84,400 Population over age 65 will increase 48% by 2032 In the next decade, 2 in 5 physicians will be over 65 and eligible to retire

Source: “ Privia Leads $1.2 Billion Primary Care Renaissance Enabling Economic Renewal,” Forbes, https://www.forbes.com/sites/davechase/2016/05/05/privia-leads-1-2-billion-primary-care-renaissance-enabling-economic-renewal / ; “UnitedHealth’s Optum to acquire Surgical Care Affiliates for $2.3 billion”, Modern Healthcare, https://www.modernhealthcare.com/article/20170109/NEWS/170109936/unitedhealth-s-optum-to-acquire-surgical-care-affiliates-for-2-3-billion ;Health Care Advisory Board interviews and analysis. Competition for physicians heating up HR Advancement Center Interviews and Analysis Health Plans Private Equity Firms Four main alternatives to health system employment National Practice Companies $400Mventure investment in Privia for care delivery innovation, primary care expansion, 2016 Large Independent Groups 1 25% g rowth in median medical group size, 2013 – 2015 o f physicians are currently part of a group of 100 or more 35% $250M invested by equity firm Summit Partners in DuPage Medical Group common investment duration for private equity firm 3-5 years 40% of surveyed independent groups report interest in acquisition by health plans 75 Markets for which Optum aims to provide primary care and ambulatory services 3 4 2

Other factors included good financial package, proximity to family, and loan forgiveness. Source: “2016 Survey: Final-Year Medical Residents,” Merritt Hawkins, http://www.merritthawkins.com/uploadedFiles/MerrittHawkings/Surveys/2014_MerrittHawkins_FYMR_Survey.pdf ; Advisory Board interviews and analysis. New graduates are prioritizing lifestyle 2019 survey of final year medical residents “What is important to you as you consider practice opportunities?” HR Advancement Center Interviews and Analysis Factor Very important Somewhat important Not importantGeographic location77%21%2%Adequate personal time74%24%2%Lifestyle71%27%2%Good financial package75%24%1%Proximity to family48%38%14% Good medical facilities/equipment 41% 42% 5% Specialty support 36% 52% 11% Low malpractice area 13% 57% 32% Loan forgiveness 25% 43% 47%

Source: Advisory Board interviews and analysis. The result? Less capacity in the physician workforce Physician shortage Lifestyle preferences Less capacity in the physician workforce HR Advancement Center Interviews and Analysis Competitors

Source: “2016 Survey: Final-Year Medical Residents,” Merritt Hawkins, https://www.merritthawkins.com/uploadedFiles/MerrittHawkins_Final_Year_Medical_Residents_Survey_2019.pdf “2016 Survey of America’s Physicians,” The Physicians Foundation Advisory Board interviews and analysis. How will you make employment more attractive to physicians? Of final year medical residents would prefer employment by hospital, medical group, or other facility rather than a private practice 91% DATA SPOTLIGHT HR Advancement Center Interviews and Analysis 2% Final year medical residents who would prefer solo practice

Retention remains a pressing issue 1 2 Physicians want employment—and work-life balance 3 Nursing faces a shortage of experience 4 The fastest growing roles aren’t doctors or nurses 5 Employees seek flexibility in many forms 6 Technology promises to make some jobs easier—and replace others

Nursing Executive Center Interviews and Analysis New RN’s can’t start with easy patients anymore because they don’t exist. Chief Nursing Officer It takes longer to get to the knowledge and skill level we need [among our novice nurses], especially when there are more levels of knowledge and skill needed because of our environment. Director of Professional Practice Canadian Hospital HR Advancement Center Interviews and Analysis

According the Health Resource and Services Administration workforce projections, the following 7 states are expected to have a shortage of RNs: Alaska, California, Georgia, New Jersey, South Carolina, South Dakota, and Texas. Among the 7 states that are projected to have shortages , 4 states will have shortages of more than 10,000 RN FTEs: California (44,500 FTEs), Texas (15,900 FTEs), New Jersey (11,400 FTEs), and South Carolina (10,400 FTEs). Source: “Supply and Demand Projections of the Nursing Workforce: 2014-2030,” Health Resource and Services Administration, https:// bhw.hrsa.gov/sites/default/files/bhw/nchwa/projections/NCHWA_HRSA_Nursing_Report.pdf; Nursing Executive Center interviews and analysis. Nationally, no longer a projected shortage of RNsKey factors influencing regional variation in nursing supply, demand states 1 with a projected RN shortage by 203027projected growthin RN supply39% projected growth in patient demand 28% projected RN excess by 2030 293,800 Breakdown of national nursing workforce projections, 2030 Local job competition Location, geography Population density, demographics Local nursing school capacity Type of care site, specialty HR Advancement Center Interviews and Analysis

Data approximated. From 2000 to 2017 . Source: “Median Age of Employed Registered Nurses Declines From 2011 to 2017,” Staffing Industry Analysts, https :// www2.staffingindustry.com/site/Editorial/Healthcare-Staffing-Report/March-8-2018/Median-age-of-employed-registered-nurses-declines-from-2011-to-2017; Nursing Executive Center interviews and analysis. Instead, a shortage of experienced RNs Number of employed RNs by age group, 2000-2017 1 i ncrease in number of employed RNs between 23 and 35 years old2 45%HR Advancement Center Interviews and Analysis

Calculated from the average MS-DRG weights of all non-ICU claims in a year. Length of stay. In 2014. Source: “ Hospital Compare datasets,” Medicare, https://data.medicare.gov/data/hospital-compare; Rui P, Kang K, “National Hospital Ambulatory Medical Care Survey: 2014 Emergency Department Summary Tables,” Centers for Disease Control and Prevention, https:// www.cdc.gov/nchs/data/nhamcs/web_tables/2014_ed_web_tables.pdf; The Hospital Benchmark Generator, Health Care Advisory Board; Nursing Executive Center interviews and analysis. Meanwhile, patients become more complex Changes in care complexity “Many of our patients are life-long patients with comorbidities and multiple medications. Chief Nursing OfficerU.S. Hospital The days of your traditional, low-acuity med/ surg patient no longer exist.” Chief Nursing Officer U.S. Health System 0.11 Average increase in CMI for non-ICU patients, 2012-2017 1 0.15 days Average decrease in LOS 2 , 2014-2017 5 million Number of ED visits with mental health as a primary diagnosis 3 HR Advancement Center Interviews and Analysis

Source: Nursing Executive Center interviews and analysis . A different-in-kind nurse shortage The “experience-complexity gap” Care complexity Nursing workforce experience HR Advancement Center Interviews and Analysis

Source: del Bueno D, “A crisis in critical thinking.,” Nursing Education Perspective , 26, no. 5 (2005): 278-82 ; Hill, K, “Improving Quality and Patient Safety by Retaining Nursing Expertise,” The Online Journal of Issues in Nursing, Vol. 15, 3 (2010): https://bit.ly/2BEY1ez; Nursing Executive Center interviews and analysis. Early signs of impact on quality Sample quality outcomes by RN experience level Organizations are not thinking ahead about the impact of this shift and what it means for the quality of patient care”. Peter Buerhaus,Professor of Nursing,Montana State UniversityCollege of Nursing At the tipping point of new graduate RNs report making medication errors 40% of novice RNs report missing signs of life-threatening conditions 50% decrease in pressure ulcers for each additional year of RN experience on a unit 1.9% HR Advancement Center Interviews and Analysis

Source: Nursing Executive Center interviews and analysis. Where do we go from here? Accelerate the transition from novice to competent Better leverage existing experience Two paths to close the experience-complexity gap Improve RN preparation and transition to practice to more efficiently develop clinical competence Maximize the knowledge and skills of experienced RNs across the organization HR Advancement Center Interviews and Analysis Find the full report here: The Experience-Complexity Gap

Retention remains a pressing issue 1 2 Physicians want employment—and work-life balance 3 Nursing faces a shortage of experience 4 The fastest growing roles aren’t doctors or nurses 5 Employees seek flexibility in many forms 6 Technology promises to make some jobs easier—and replace others

Doctors are adept at treating us when we’re sick, but not at keeping us well. But the U.S. health care system has been slow to move beyond pills and procedures. Only a handful of pioneers have begun to address patients’ ‘upstream’ social needs to improve their health and reduce costs. Harvard Business Review HR Advancement Center Interviews and Analysis

Source: “Occupational Outlook Handbook,” Bureau of Labor Statistics, https://www.bls.gov/ooh/healthcare / ; Growing demand for roles beyond RNs and MDs Role Projected growth, 2018-2028 2018 median pay Home health aides 36% $24,060Physician assistants31%$108,610Nurse practitioners, nurse midwives, nurse anesthetists 26%$113,930Medical assistants 23% $33,610 Community health workers 11% $46,080 Registered Nurses 12% $71,730 Physicians 7% >$208,000 Bureau of Labor Statistics projected growth for health care roles HR Advancement Center Interviews and Analysis

Calculated for a level 3 evaluation and management code billed by a physician in primary care vs. APP with the APP billing at 85% of the physician rate. Work relative value unit. Source: Integrated Medical Group Benchmark Generator, Medical Group Strategy Council, Advisory Board ; “One-Third of Advanced Practice Clinicians on the Move – New Survey from PracticeMatch Reveals Job Preferences, Goals of NPs and PAs,” PracticeMatch, September 2016, https:// www.practicematch.com/employers/recruitment-articles/one-third-of-advanced-practice-clinicians-on-the-move.cfm; “How Much Does it Cost Your Employer When You Quit?”, MidlevelU, February 28, 2018, https://www.midlevelu.com/blog/how-much-does-it-cost-your-employer-when-you-quit; Advisory Board interviews and analysis.Advanced Practice Providers one of many emerging roles with untapped potential Missed profit and productivity Cost of APP turnoverCost of a vacant nurse practitioner position per dayAmount groups lose in revenue per visit conducted by physician instead of an APP1Number of lost wRVUs2 annually for each family medicine physician that does not work with an APP$492,422$1,500 Percentage of APPs that expect to change jobs within the next year 20% HR Advancement Center Interviews and Analysis

Source: Advisory Board interviews and analysis. Get the full value from your APPs Four components of a scalable APP program Deploy APPs based on group, not local practice or physician, needs Develop group-wide training program not reliant on physicians Hold APPs accountable for their performance 1DeploymentGive APPs a voice in group decisionsLeadership42Training3Evaluation HR Advancement Center Interviews and Analysis Find the full infographic here: Get the Full Value from your Advanced Practice Providers

health outcomes related to health care and access 20 % 80 % health outcomes related to social determinants Source: “Why Big Health Systems are Investing in Community Health”, Harvard Business Review, https://hbr.org/2016/12/why-big-health-systems-are-investing-in-community-health ,, Population Health Advisor Interviews and Analysis A pressing need to address the social determinants of health Unlicensed assistive personnel needed to fill in the gaps HR Advancement Center Interviews and Analysis…yet, clinicians alone can’t meet these needsTraditional clinical staff ill-equipped to meet social needs Of low-income Americans don’t trust their doctor 53% Of physicians are confident in their ability to address their patients’ unmet social needs 20% Social factors contribute most to patient outcomes…

Nurses A disconnect between pay and demand for unlicensed assistive personnel HR Advancement Center Interviews and Analysis Source: “Occupational Outlook Handbook,” Bureau of Labor Statistics , https://www.bls.gov/ooh/healthcare/ ; Projected growth of health care roles from 2018-2028 2018 median pay for health care roles Community Health Workers Medical Assistants Home Health Aides Nurses Physician Assistants Community Health Workers Medical Assistants Home Health Aides Physician Assistants

Source: HR Advancement Center, Pave Health Career Pathways to the Middle Class. How will you elevate the professional identity of the unlicensed assistive personnel? HR Advancement Center Interviews and Analysis 1 Source candidates with a broader range of backgrounds 2 Illustrate the impact of staff’s daily work 3 Embed opportunities for growth in entry-level roles4Develop employer-driven regional standards for entry-level roles5Better target funding for health care workforce development6 Continue to foster public-private collaboration on entry-level jobs Find the full report here: Pave Health Career Pathways to the Middle Class

Retention remains a pressing issue 1 2 Physicians want employment—and work-life balance 3 Nursing faces a shortage of experience 4 The fastest growing roles aren’t doctors or nurses 5 Employees seek flexibility in many forms 6 Technology promises to make some jobs easier—and replace others

Source: “The Future is Flexible”, Werk Research, https:// werk.co/research ; “Positive Technology”, Deloitte Insights , https://www2.deloitte.com/us/en/insights/focus/behavioral-economics/negative-impact-technology-business.html Work is becoming less and less sustainable HR Advancement Center Interviews and Analysis The structure of the workday makes it challenging for employees to… And technology extends the work day even further DATA SPOTLIGHT employees work over the weekend 53% employees work outside of designated work hours 52% 54% employees work when sick foster skills to develop their careers

Employees want flexible arrangements— and will leave to find them HR Advancement Center Interviews and Analysis Source: “96% of US Professionals say they need flexibility but only 47% have it”, Harvard Business Review , https://hbr.org/2018/06/96-of-u-s-professionals-say-they-need-flexibility-but-only-47-have-it 50% o f employees would leave their company if offered a more flexible alternative 2xEmployees without access to flexibility are…as likely to report being dissatisfied at work as compared to those who do have flexibilityof US professionals want work flexibility 96% 47% o f US professionals have work flexibility U.S. Professionals want more flexibility at work

Source: “Flexible Work Arrangements in Healthcare can result in a win-win”, SHRM, https ://www.shrm.org/hr-today/news/hr-news/pages/flexible-work-health-care.aspx Health care providing flexibility in some areas… HR Advancement Center Interviews and Analysis Flexible Job Assignments Reduced Hours FWA commonly used in health care Schedule Agility Telecommuting (Remote Work) Alternative Scheduling FWA emerging in health care Option to work out of the office Being able to step away from work for a couple hours to accommodate personal life Being able to work unconventional hours, not on a traditional schedule Options for staff to flex across roles and/or sites. Working less than 40 hours a week to accommodate work preferences and lifestyle.

Source: “2019 Global Talent Triends”, Linkedn Talent Solutions, https://business.linkedin.com/content/dam/me/business/en-us/talent-solutions/resources/pdfs/global_talent_trends_2019_emea.pdf …but still has opportunities to further embrace flexibility HR Advancement Center Interviews and Analysis Percentage of Talent Professionals in each industry who say their company allows employees to work remotely at times Remote Work allowed by industry Software and IT Finance Corporate Services Health care Manufacturing

Formalizing a commitment to flexibility out of industry Impact Challenge Dell, Inc . US m ultinational computer t echnology company, Round Rock, TX Dropbox, Inc. File hosting technology service in San Francisco, CA There was no formal flexible working policy until 2016 – and employees wanted the flexibility to work from home, especially since many worked outside of standard hours. Switched from 18 days PTO to an unlimited PTO policy; they also instituted no meeting Wednesdays, where employees can choose to work remotely.After they formalized their policy, and aligned it with the cultural values, Dell invested in online collaboration tools like Slack for team communication. $12Msavings annually in office space60%employees working flexibly Solution Dropbox wanted to embody its cultural values of employee happiness and increase employee engagement . Source: “How 4 these companies are embracing flexible work, and why you should too”, LinkedIn Talent Solutions, https:// business.linkedin.com/talent-solutions/blog/work-flexibility/2019/how-4-companies-are-embracing-flexible-work ,; “Inside Three Companies that are Innovating Flexible Schedules:, FastCompany.com, https://www.fastcompany.com/3059295/inside-three-companies-that-are-innovating-flexible-schedules 1 0% increase in employee engagement around the issue of work-life balance HR Advancement Center Interviews and Analysis

Formalizing a commitment to flexibility in health care Impact Challenge Humana US healthcare company with 50,000 employees headquartered in Louisville, KY. Mercy Health System A network of 70 healthcare facilities in Janesville, Wisconsin. Humana started offering remote work in 2016; however, the call center team could not benefit from remote working due to call-recording technology. Led to Mercy’s “Work to Retire” program that allows older workers to customize retirement; This program is open to anyone older than 50, regardless of job/role. Humana listened, and by 2018, new at home technology was launched. Humana is a company that values flexibility with its customers, and extends this to employees. Employees can cut back on seasonal work, work part-time or on a flexible schedule while keeping benefits50%approximate amount of employees working flexibly SolutionAfter evaluating looming labor shortages, Mercy conducted focus groups on how to make employees stay.HR Advancement Center Interviews and Analysis Source: “How 4 these companies a re embracing flexible work, and why you should too”, LinkedIn Talent Solutions, https://business.linkedin.com/talent-solutions/blog/work-flexibility/2019/how-4-companies-are-embracing-flexible-work ; “ Workflex and Healthcare Guide”, WhenWorkWorks , http://www.whenworkworks.org/downloads/workflex-and-health-care-guide.pdf

Source: “Flexible Work Arrangements in Healthcare can result in a win-win”, SHRM, https:// www.shrm.org/hr-today/news/hr-news/pages/flexible-work-health-care.aspx ; SHRM Research: Flexible Work Arrangements, SHRM, https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-expert-views/Documents/Flexible%20Work%20Arrangements.pdf How might you make flexible work arrangements the norm? HR Advancement Center Interviews and Analysis Sarah Collison, Director of HR Cardinal Health, Minnesota Flexibility results in a win-win situation … It’s hard to be flexible sometimes, but you can’t put a price on flexibility. When it’s there, it’s very valuable. And fostering a culture of trust with employees—by letting them set their own schedules, for example—creates loyalty.”

Retention remains a pressing issue 1 2 Physicians want employment—and work-life balance 3 Nursing faces a shortage of experience 4 The fastest growing roles aren’t doctors or nurses 5 Employees seek flexibility in many forms 6 Technology promises to make some jobs easier—and replace others

As we invent more species of AI, we will be forced to surrender more of what is supposedly unique about humans.  Each step of surrender – we are not the only mind that can play chess, fly a plane, make music or invent a mathematical law – will be painful and sad.  We’ll spend the next three decades – indeed, perhaps the next century – in a permanent identity crisis, continually asking ourselves what humans are good for.  … The greatest benefit of the arrival of artificial intelligence is that AIs will help define humanity.  We need AIs to tell us who we really are. Kevin Kelly, Author The Inevitable: Understanding the 12 Technological Forces That Will Shape Our Future HR Advancement Center Interviews and Analysis

Clustered regularly interspaced short palindromic repeats Source: Advisory Board interviews and analysis. A slew of new technologies to consider Time to Market Impact Existing Innovations Pipeline Innovations Innovations on the Horizon Virtual Visits Extended Access Clinics Digital Monitoring Gene Editing CRISPR 1 3D Printing Regenerative Medicine Real-Time Risk Analytics Non-Clinical Health Care Robotics, Automation Point-Of-Care Analytics Transformative Potential Electroceuticals 0-2 years 3-5 years >5 years Bioelectronics Consumer Analytics Genetic Screening Artificial Intelligence HR Advancement Center Interviews and Analysis

Source: Advisory Board interviews and analysis. Exploring technologies that could increase workforce productivity Technologies that complete tasks or responsibilities traditionally done by humans Categories of technology and their impact on workforce Human Replacers Human Extenders Technologies that enhance human intelligence so that they can make better, f aster decisions Human Enhancers Technologies that extend when, where, and how people do their jobs HR Advancement Center Interviews and Analysis

Source: Licurse A, “One Hospitals Experiments in Virtual Health Care”, Harvard Business Review, 9 December 2016, https://hbr.org/2016/12/one-hospitals-experiments-in-virtual-health-care ; Advisory Board interviews and analysis. Use virtual care to extend the reach of the care team I mpact Challenge Brigham and Women’s Hospital 763-bed AMC in Boston, MA Spectrum Health 12-hospital system based in Michigan Patient access, limited clinical reach, and overuse of ED/urgent care for low-acuity conditionsReaching remote patients with specialty care needsSolutionAsynchronous E-visits to address low-acuity needs; patient responds to questionnaire in patient portal, clinician responds with treatment plans.Virtual clinician-to-clinician consultation; telehealth platform supports cardiology consultations in EDSignificant time savings for e-visits versus traditional ones (e.g., an e-Visit for a cough takes ten minutes less than an in-person visit). 208,891specialist travel miles saved 89% provider experience rating out of 100% HR Advancement Center Interviews and Analysis

Source: Ellison A, “ How to overcome operational inefficiencies in the ED using AI and machine learning”, Becker’s Hospital Review, https:// www.beckershospitalreview.com/healthcare-information-technology/how-to-overcome-operational-inefficiencies-in-the-ed-using-ai-and-machine-learning.html ; Advisory Board interviews and analysis. Use AI to help clinicians make better, faster decisions Impact Greenville HealthEight-hospital system based in Greenville, SC Mercy Ardmore Hospital190-bed hospital in rural Oklahoma ChallengeSought to expand provider capacity and deflect demand for treatment of low-acuity conditionsInefficiencies and delays when transitioning patients from ED to inpatient beds.SolutionSmartExam provides asynchronous virtual visits for up to 300 low acuity conditions; AI-enabled platform helps diagnose and create treatment plans in real-time AI platform helps clinicians identify throughput issues in the ED before they manifest 19% reduction in arrival-to-room time 17% reduction in door-to-doctor time 20-30 % expansion in patient roster 90% p ercent of cases resolved virtually HR Advancement Center Interviews and Analysis

Source: “Cedars Sinai debuts Alexa in hospital rooms to impirove care”, Nurse.com, April 2019, https://www.nurse.com/blog/2019/04/19/cedars-sinai-debuts-alexa-in-hospital-rooms-improve-care/ , High-Tech 'TUG' Robots Will Do Heavy Lifting at Mission Bay,” UCSF Medical Center, http://www.ucsfmissionbayhospitals.org/articles/high-tech-tug-robots-do-heavy-lifting-at-mission-bay.html ., Advisory Board interviews and analysis. Use AI to automate staff tasks Solution Impact Challenge Cedars Sinai Academic medical center based in Los Angeles, CA UCSF HealthFour-hospital system based in San Francisco, CAEnhance the patient experience while taking minute tasks off of caregivers’ platesPut Alexa-based platform in 108 patient rooms to allow patients to make hands-free requests for medication, nursing assistance, food, etc. Reduce time spent by staff transporting supplies Implemented 25 TUG robots from Aethon to deliver drugs and clean linens and meals while carting away medical waste and soiled sheets and trash.315 h ours of staff time saved 481 miles traveled per day by TUG robots HR Advancement Center Interviews and Analysis It really cuts the times for our responses because the patient is able to say, ‘Alexa, ask the nurse for pain medication. And then it alerts me on my phone. It bypasses the whole system and comes directly to me.” Daniela Sassoon, MSN, RN-BC

Source, Kelly, K., The Inevitable: Understanding the 12 Technological Force That Will Shape Our Future. How might we prepare our workforce for human replacement? ‘A robot/computer cannot possibly do what I do .’ ‘Ok, it can do a lot, but it can’t do everything I do.’ ‘Ok, it can do everything I do, except it needs me when it breaks down, which is often.’‘Ok, it operates without failure, but I need to train it for new tasks.’‘Whew, that was a job that no human was meant to do, but what about me?’ ‘My new job is more fun and pays more now that robots/computers are doing my old job.’‘I am so glad a robot cannot possibly do what I do.’ 1234567The seven stages of robot replacementHR Advancement Center Interviews and Analysis

Retention remains a pressing issue 1 2 Physicians want employment—and work-life balance 3 Nursing faces a shortage of experience 4 The fastest growing roles aren’t doctors or nurses 5 Employees seek flexibility in many forms 6 Technology promises to make some jobs easier—and replace others

Katherine Vonderhaar Steven Berkow , JD Program Leadership Karishma Manglani Research Team simmonsm@advisory.com Micha’le Simmons, MHA Project Director HR Advancement Center