Becker's Hospital Review

35 WOMEN'S LEADERSHIP 35 CEO / STRATEGY 5 healthcare jobs on the rise By Hannah Mitchell L onger life spans, the aging ba- by-boomer population and the in- crease in patients with chronic health conditions are expected to contribute to the quick growth of five healthcare positions, according to an April 14 report by e New York Times. Economists at the Labor Department proj- ect that employment in healthcare will grow 15 percent from 2019 to 2029 and forecast- ed which five positions in healthcare will see the most growth. e following five healthcare jobs are ex- pected to grow from 2019 to 2029: Nurse practitioner Employment growth is expected to top 50 percent from 2019 to 2029. e increase is attributed to the demand for preventive care and health services for an aging pop- ulation. Home health and personal care aide Positions in this field are projected to grow 34 percent from 2019 to 2029. e growth of the elderly population is the main reason for the projected increase. Mental health specialist Substance abuse, behavioral disorder and mental health counselor positions are likely to grow 25 percent from 2019 to 2029. Massage therapist e employment of massage therapists is expected to grow 21 percent over the next decade. Demand will increase as healthcare providers understand the benefits of mas- sage for patients and they become part of regular treatment plans. Respiratory therapist e employment of respiratory therapists is anticipated to grow 19 percent from 2019 to 2029. ese types of therapists treat a vari- ety of lung problems such as asthma, sleep apnea, pneumonia and more. n Hospitals saw increases in violence, racism toward staff amid pandemic — 3 ways to halt bad behavior By Hannah Mitchell A mid the COVID-19 pandemic, front-line hospital staff have been deal- ing with the brunt of patients and visitors frustrated with policies re- garding visitation and the use of face masks. In some cases, this frustration can lead to violence or even contribute to med- ical errors. For example, shortly after visitation was restricted in April 2020 for safety reasons, Cleveland Clinic saw the frequency of threatening and violent behavior increase, and the complaint rate doubled from 1.19 to 2.63 com- plaints per 1,000 patients. Cleveland Clinic's chief experience officer, Adrienne Boissy, MD, and Washing- ton, D.C.-based Georgetown University professor of management Christine Porath, PhD, shared three ways to minimize disruptive patient behavior in a May 14 report published in Harvard Business Review. Here are three ways to minimize disruptive behavior: 1. Implement safety training. Healthcare workers are several times more likely to experience workplace violence than those in other industries. To minimize violent interactions with patients, Cleveland Clinic launched online reporting on incidents, put up signs indicating violence will not be tolerated and made programs like Non-Abusive Psychological and Physical Intervention training available to caregivers. NAPPI training focuses on de-escalation, self-protection and re- straint training. 2. Nudge patients and caregivers. Nudging patients and caregivers can be useful in encouraging positive be- havior. At Indianapolis-based Indiana University Health, visitors are greeted by a sign that reads, "Please take responsibility for the energy you bring into this space … your behaviors matter. Our patients and caregivers matter. … Take a slow, deep breath and make sure your energy is in check before entering." After repeated attempts to manage a patient's behavior through conver- sation, Cleveland Clinic will draft a formal agreement about expected lan- guage and behavior, which outlines the associated consequences. This in- creases clarity for the patient and safety for the hospital staff. At Cleveland Clinic, there were nine behavioral contracts in 2017. In 2020, that number skyrocketed to 183. 3. Reinforce expectations with training. Just as healthcare workers need training on how to restrain a patient, they need training on how to respond respectfully and hold people accountable. The pandemic showcased health disparities, systemic racism and unconscious bias in how COVID-19 affected communities of color. Some hospital staff not- ed an increase in racial slurs directed at themselves or colleagues, and many employees didn't know the proper way to respond. Cleveland Clinic imple- mented additional training to address this issue. n

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