Feeling the Burn?
March 1st, 2007 by adminby Kate Christmas, RN
Vice President, Health Care Division
In a recent interview for New York Magazine, Barry Farber, a professor at Columbia Teachers College and a psychotherapist stated, “Burnout is a common feeling in a society in which work is like a religion.”
Can I get an amen to that statement?
Experts state that most Americans will experience job burnout at some point in their careers. How is burnout recognized? It covers a wide spectrum, ranging from feeling less enthusiastic about your job to a total inability to function at work. This is not the fleeting frustrating day that we all experience once in a while, it is a malaise that lingers and cannot be shaken until it becomes a chronic state of mind.
Those working in service professions are more prone to job burnout, as are those that work intensively with people. So, health care recruiters can certainly be considered at-risk workers.
Factors that contribute to job burnout include feeling out of control or powerless within the work environment, experiencing repetitive stress in the work environment and lacking recognition or rewards for work performed.
During conversations with several current and former health care recruiters for this article, a few things became apparent about the nature of health care recruitment work environments. The pace is relentless and the demands are increasing.
“The intensity never lets up anymore”, said one longtime recruiter. “We used to have a lull at the end of the year, and a bit of a slowdown in late summer. It allowed me to reorganize, catch up, or create strategies for next year. That simply doesn’t happen anymore. We are constantly racing just to keep up.”
Another said, “I cannot be everywhere at once. Even when I am on the road, I have a constant barrage of calls from my HR Director and hiring managers. It is maddening.”
Another common thread that emerged in speaking with recruiters is that many feel they receive most of the blame for what is not working, but little of the credit for the successes they generate.
One long time recruitment manager stated that despite a proven track record of success, “I am in a fight every budget year to obtain the resources required to get the job done. It is frustrating to report to such short-sighted people.”
Interpersonal conflict can really fuel burnout. One recruiter expressed frustration about ongoing differences between the recruiters and the areas they serve, such as nursing. “It becomes grueling to continue working in an environment where no one appreciates how you are performing your job and everyone thinks they can do better. Things get ugly at times, and the criticisms feel more like personal attacks.”
Some reported feeling intimidated by the hiring managers with whom they work, and admitted that often, their way of managing this is to avoid interacting with them as much as possible. Of course, this just makes the situation worse for the recruiter, as perceptions of the competency and professionalism of the recruitment staff are born out of conflicts just like these.
A former recruitment consultant shared, “In health care, I met many people who did not really want to be recruiters. They were thrust into these roles without training, and to be honest, many seemed to have little interest in learning anything new. They just passed the days doing as little as possible buying into a ‘shortage mentality’ of ‘Oh well, no point in stressing out because we will never fill all of these positions anyway’. They seemed to forget the end goals of improving patient care or making sure that staffing levels were safe. The big picture was totally lost on them.”
But, experts say that another hallmark of job burnout is a lack of ability to learn. If one feels no control within the work environment, the motivation to learn or even successfully adapt to perform in the role can be seriously eroded. A pervading sense of inefficiency can develop and grow until it cannot be overcome.
Changing Times
Much has changed about recruitment from the mid ‘90s to today. Shortages now encompass nursing, OT, PT, Pharmacy, all roles for imaging professionals, many laboratory, medical records and other professional roles. Indeed, with an aging workforce and fewer younger people in the workforce, some organizations even struggle to fill entry-level positions.
Another difference in recruitment 2007 versus recruitment 1990 is increased use of online, tracking and reporting technology. Although it would seem to make the job easier, in fact, some veteran recruiters are leaving due to a lack of comfort with online and automated applicant tracking systems. One former nurse recruiter who left her recruitment position to return to the clinical setting said, “I had more than a full-time job managing the positions I had open. I did not have a month to learn how to use this new system. It was the last straw for me.”
Another new trend is that due to the volume of electronic applications and resumes, fewer recruiters are screening and interviewing candidates. They are pushing applications or resumes to hiring managers without meeting or interacting with the candidates. This decreases the value of recruitment to the organization, and it also robs the recruiter of one of the more satisfying aspects of recruitment – getting to know candidates and aiding them in finding the right position.
One recruiter stated, “I always enjoyed placing candidates. One system I worked in had more than ten critical care units. So, when I was working with a critical care nurse, I was weighing that person’s experience, personality and skill set and measuring them with the available units and their existing teams so I could make the best match. It is always great to please both a new hire and a hiring manager.”
Another source of ongoing stress is that a large majority of health care organizations are operating at or above peak capacity, and many systems have aggressive expansion plans in place. Filling positions for the new areas falls squarely on the recruiter, who may already be drowning.
“I have over 300 open positions and have been told I will be given requisitions for another 200 FTEs in the next fiscal year to expand our heart program. But there will not be any additional resources allotted to recruitment, I am just supposed to figure it out.”
Solutions?
Take the time to stop and investigate if you suspect you may be experiencing job burnout. We spend so many hours of our lives at work that it is important to feel we are getting more than just a paycheck for time put in.
If you suspect that you are suffering from burnout, do something about it. Changing jobs is not always the answer, unless you understand the underlying root of the problem.
Build a support system. Choose a professional mentor and ask for honest feedback about your work style. Local recruitment groups can be an empowering source of support and practical guidance. Attending regional and national meetings can provide you with tools to combat frustration and increase your ability to manage your workload.
Take control. Feeling powerless is a dangerous situation, because it promotes a self-perpetuating helplessness. Choosing to take the reins can dispel the hopeless/helpless syndrome. Ask your mentor or fellow recruiters for ideas on tackling the most frustrating aspects of the job, ranging from lack of training to working with difficult people.
Communicate often and effectively. Never miss an opportunity to speak face to face with candidates, hiring managers and other key stakeholders. Make sure your recruitment strategies and efforts are well known and publicized throughout your organization.
Keep learning. Even the best can continue to grow. Develop increased skills through continuing education, and by reading business or professional journals and books. Your self-confidence will increase, and you will undoubtedly learn things that you can pass on to others in the organization.
Acknowledge yourself. Set your own milestones and goals, and develop a means to reward yourself as you reach them. Create little celebrations-treat yourself to a latte, have a celebratory dinner with family or friends, or enjoy an evening out on the town. But, acknowledge your success and reward yourself. And, as you reach those milestones, don’t forget to alert your boss or stakeholders to your successes. If your recruiter’s organization does not offer recruiter recognition activities, start a program.
Be honest. If your heart is not in the work, or you just cannot succeed despite your best efforts, perhaps this is not the job for you. Assess your transferable skills and knowledge and make a plan to seek a position that will make use of those skills and create a work environment you will appreciate. There are many self-assessment tools out there. One of the best is “What Color Is Your Parachute” by Dick Bolles. The book has been continuously updated since its’ original writing, and Mr. Bolles even has a website, www.jobhuntersbible.com. Although this book was written for those who have lost positions due to downsizing, it is one of the most practical tools available to assess what you want from a job, what you bring to a job and how to go about organizing a search for the job.
Don’t allow yourself to reach the point of burnout. We are multi-faceted people of many abilities. Don’t be afraid to stretch to reach your fullest potential.
Finally, in a culture where work is almost a religion, make sure you are in the right congregation. Do I hear an “amen”?
To contact a Hodes Health Care team member, call us at 800-582-4668 or email us at healthcare@hodes.com