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Prepare for change, accept it gracefully
In the past few years, there’s been an "implosion" of opportunities for access managers, with departments being combined, "value vs. pay" examined, and downsizing the order of the day, says William Giwertz, MBA, CHAM.
With so many middle-management positions in flux across the industry, access managers are well advised to prepare themselves for change, says Giwertz, financial systems and special projects analyst for Los Angeles-based Cedars-Sinai Health System and a frequent speaker to professional health care organizations.
At one gathering of health care managers, 85% responded affirmatively when he asked if they’d seen or experienced a "slash-and-burn" reorganization in recent months. "Many people [in access management] are about to face unemployment, or being pushed and shoved three levels down, after two or 20 or 35 years. How do you insulate yourself for such a process?"
Recover gracefully
The best course of action, he says, is to prepare, if possible, or to recoup and recover gracefully after the fact, if faced with one or more of the following scenarios:
• Your role is downsized.
• Your position is eliminated.
• Your department/functionality is merged with another.
• You’re told the organization no longer needs as responsible a person/position for this role.
Giwertz says he is aware of access managers who faced such a situation and thrived, thanks in part to their efforts to remain up-to-date on the latest technology and to complete a master’s degree in business administration.
One of the keys to survival is further education, he stresses, and the opportunities for obtaining it are increasingly flexible. "There are fully accredited, matriculated evening classes for adults, as well as Internet courses available. It’s not just the same old Management 101. Topics include business strategy, business plan preparation, and the strategic work of Tom Peters."
As the focus at most health care organizations turns from mainframes to PCs and servers, it’s easier to gain proficiency in computers, he points out. "At least get very familiar with Microsoft Office programs. An ability with basic office customization programming could put you a cut above others applying for positions."
Since hospital access services is most often associated with the organization’s finance department, learn more about finance, he advises. "Know what a balance sheet is, gain more of an accounting flair." The Washington, DC-based Healthcare Financial Management Association’s Web site offers a wide assortment of books along this line, Giwertz adds. (That Web address is www.hfma.org.)
For a rich source of ongoing educational offerings, he says, not only watch but join your local Public Broadcasting System affiliate. "Put it on your calendar if Tom Peters, who published In Search of Excellence, is going to be on," he advises. "In another [program], excellence in the nonprofit sector is examined. Peters examines everything from Southwest Airlines to the police department in Chicago, looking at what they do that has made them the best."
Leave diplomatically, appropriately
Access managers who, despite their best efforts, find themselves on the wrong side of "right-sizing" should handle the news graciously, he says. "So many people react emotionally to bad news, and I can’t blame them. The vast majority say things like, I’ve been here 30 years. They’re going to do an awful job if I go away.’"
It’s not the kind of reaction that will help you come out ahead, he says. "You’ve put the organization first for a long time, and now it’s time to put yourself first. Leave diplomatically and appropriately." The idea is to find other employment and to recapture the passion you had at the beginning of your career, Giwertz says. "Those who react negatively tend to have a bad job search. If you concentrate on that negative, you will bring in the negative."
At the same time, don’t be shy about going after the best severance package possible, he says. "Don’t be reluctant to renegotiate." Point out your contributions to the organization. It might help if you’ve kept an informal file of the things you’ve done well, including commendations from patients and major admitters. "Pursue the prospect of consulting, either within or outside your current organization," he says.
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