title: Developing a career advancement program.
abstract: Have you ever asked yourself, "What will I be doing five or ten years from now?" "Will I be doing the same thing I'm doing right now?" How would you feel if the answer were "yes"? I often wonder if any of my employees think the same thing. If they do, and the answer is "yes," just how does that make them feel? A day's work for managers can run the gamut--from billing and coding, to patient issues, to staff performance reviews, to CQI, to JCAHO-just to name a few. We're NEVER bored. Can we say the same of our employees, or do they do the same thing day in and day out? If so, it's no wonder that attitudes may become negative and motivation and productivity may decline. What are we as healthcare managers and administrators doing to value and continually train our employees so that staff morale, productivity and patient satisfaction remain high? What are we doing to keep those highly motivated employees motivated and challenged so that they don't get bored and want to move across town to our neighboring hospital or healthcare center? What are we doing to stop our employees from developing the "same job, different day" attitude? A Career Ladder program holds many benefits and opportunities for the motivated employee who seeks and needs additional challenges on the job. It affords them opportunities to learn new skills, demonstrate initiative, accept additional responsibilities and possibly advance into new positions. It also affords them opportunities to grow, to be challenged and to feel like an important and valued member of the radiology team and radiology department. For the manager, a Career Ladder program affords opportunities to retain valuable employees, attract new high-quality employees and maintain a workforce of well-trained highly motivated employees, which in turn will provide high quality products and services to our customers. A Career Ladder program is a "win-win" situation for everyone. For the last twelve months, I have been working with other managers in the department of diagnostic imaging at Yale-New Haven Hospital in New Haven, Conn., to develop a Career Ladder for all diagnostic imaging staff members, called the Career Advancement Program (CAP). The process has been time consuming and has required intense discussion and debate. The draft plan is for one CAP with multiple tracks to be used by all staff, both technical and support. A copy of the draft plan is included in this article.
authors.affiliation: shirley.pinette@ynnh.org
authors.forename: Shirley L
authors.initials: SL
authors.lastname: Pinette
mesh_terms: D002322:Career Mobility; D003237:Connecticut; D006785:Hospitals, University; D006801:Humans; D011361:Professional Competence; D016730:Program Development; D011872:Radiology Department, Hospital; D013192:Staff Development / Q000458:organization & administration*; D013679:Technology, Radiologic / Q000193:education*; D014481:United States; D000078329:Workforce