Workforce of the Future

For Jennifer Cuevo, an urgent care nurse in Pasadena, the opportunity was too good to pass up: Earn a Bachelor of Science in Nursing without paying fees.

For Joel Boyd, manager of pulmonary clinical services in South Sacramento, teaming with a trust fund created an opportunity to teach nearly 500 respiratory therapists ways to improve care and lower costs.

From earning degrees to learning best practices, Kaiser Permanente employees are using the 2 Labor Management Partnership-supported education trusts (Ben Hudnall Memorial Trust and SEIU UHW-West & Joint Employer Education Fund) in record numbers. Program enrollments rose 26% in 2018 to 113,494; there were nearly 59,000 enrollments in the first half of 2019, on pace for another record year.

“We can address solutions,” says Rebecca Hanson, SEIU Education Fund executive director. “There’s overwhelming demand among the workforce for training opportunities aligned with patient care delivery needs.” 

Through the trusts, employees can build skills, meet targeted needs in training programs, and work with career counselors to set career goals and create plans to achieve them.

“We’re preparing our workforce for the jobs of tomorrow,” says Jessica Butz, Ben Hudnall trust co-director.

Click to enlarge.

Going for it

Cuevo, a 16-year Kaiser Permanente employee and UNAC/UHCP member, started as a licensed vocational nurse, then became a registered nurse. She always wanted a bachelor’s degree but put her dreams on hold while raising her children — until she talked with a Ben Hudnall career counselor and learned good news.

With a few additional courses, Cuevo could qualify for a bachelor’s program. The trust would pay the fees.

“I’m so thankful,” Cuevo says. “I wouldn’t have done this without the help of the trust and the partnership of Kaiser with the universities.”

Most classes were online, which Cuevo took at home. She did in-person requirements on days off — coordinating with her manager and family — completing her degree in 4 semesters. Her 17-year-old daughter is “really inspired,” Cuevo says. “She wants to go into research or be a doctor.”

Cuevo’s inspired, too. In November, she started a master’s program – paid again by Ben Hudnall. Cuevo, who wants to teach nurses, encourages colleagues to use trust services.

“Go for it,” she says. “It’s so worth it. Get your degree. Move up. You can do it. I did it. I love it.”

Benefits of partnership

When Boyd and pulmonary clinical services colleagues in Northern California reviewed their operations, they saw a need to standardize some patient care practices. Their goal: to decrease the length of stay for patients on mechanical ventilation to reduce the risk of such complications as pneumonia, improve care and lower costs.

They partnered with the SEIU Education Fund to organize 8 group trainings for respiratory therapists at Kaiser Permanente’s Garfield Innovation Center.

Working with the education fund was easy and helped get employee buy-in and participation, Boyd said. The trainings were so effective, more may be offered in Northern California and other regions.

“Nothing at this scale has ever been done for respiratory therapists,” Boyd says. “It was a true example of how we can get positive benefits from the Partnership.”

Carol Fiskio takes pride in helping good employees move on.

As revenue cycle director for Kaiser Permanente’s Woodland Hills Medical Center, Fiskio has seen 3 of her department’s admitting clerks earn college degrees and advance to new positions.

Their formula: a desire to learn, flexible scheduling and a valuable employee benefit. Hers: supporting employees’ lifelong learning to make them, Kaiser Permanente and her department stronger players.

Kaiser Permanente encourages such learning, providing employees up to $3,000 each year for completing courses to continue their education, get a certificate or earn a degree. Tuition reimbursement course applications reached a record 73,224 in 2018, nearly doubling since 2015, when benefits increased for many employees after that year's Labor Management Partnership National Bargaining. 

Click image to enlarge
 

Psyched for psychology

When Olayinka Rahman started as an admitting clerk at Woodland Hills Medical Center in 2007, she had a vision: to become a psychologist. She balanced working and going to school, using tuition reimbursement to earn bachelor’s (California State University, Northridge), master’s (Pepperdine University) and doctoral (Azusa Pacific University) degrees in psychology.

“I don’t think there would be a better place (than Kaiser Permanente) for me to get my degree and continue to work,” Rahman says. “They’re so supportive. I hear about other organizations that aren’t as flexible and don’t have tuition reimbursement.”

After a yearlong internship in Michigan, Rahman returned to Kaiser Permanente. She completed a postdoctoral psychology residency in San Francisco and now works as a psychological assistant in Antioch. She’s preparing for the licensing exams to become a staff psychologist.

Rahman encourages others to continue their education.

“It was definitely challenging but well worth it,” Rahman says. “Talk with your manager, and say, ‘How can we make this work?’ Open communication with management is key.”

Strength in education

Fiskio, who used tuition reimbursement herself to earn an MBA, praised Rahman and her other former direct reports for advancing their careers through education.

“It’s not easy to go to work and to school,” Fiskio says. “That takes real dedication. It’s a benefit to the organization.” 

I have a friend who loves to play softball. In 1999, she tore her left Achilles tendon while sliding into first base. Her surgery involved getting cut open and then stitched up, which was painful and created a risk of infection. It put her in a heavy cast for six months, left a five-inch scar and was an all-around miserable experience.

Four years later, while playing racquetball, she (you guessed it) tore her right Achilles tendon. In just those few years, surgical technology had improved so much that she could get her leg patched up with laser surgery. She still had to wear a cast — but for only three months this time, and there was no scar. There was hardly any pain. “It was like night and day,” she says. 

When someone says, “I don’t want to learn the new way. The old way works just fine,” I tell them about this friend.

Imagine that her doctor and care team had not bothered to learn about the laser surgery. Their patients would have suffered with a longer and tougher recovery than necessary. Caregivers want the best for their patients. That wouldn’t have been the best.

In everything we do, we put the patient and member at the center. Developing the skills of our workforce is no different. We learn new treatment methods to help our patients get better faster. We learn new software programs to help them get their medications more quickly and efficiently. We figure out the new technological gizmos so we can have virtual visits with our members, saving them the time, effort and sometimes discomfort of getting to our brick-and-mortar offices. We invent new ways of doing old jobs, or create entirely new jobs, to meet new needs.

Giving up the old way of doing things is scary, but also liberating. Learning new things can be difficult, but also fun. We’re navigating our way into the future together, supporting one another all along the way. 

In the early 2000s, Blockbuster ruled the video rental roost.

Now it’s all but gone.

Blockbuster didn’t adapt to customer needs and technology trends. Netflix did.

Kaiser Permanente and the Coalition of Kaiser Permanente Unions recognize that if you don’t change with the times, you can get left behind.

The National Agreement addresses the importance of preparing for the future in partnership; section 1D of the agreement covers workforce planning and development.

Under the 2015 agreement, two educational trusts — Ben Hudnall Memorial Trust and SEIU UHW-West & Joint Employer Education Fund — received additional funding to provide workers represented by a coalition union with a variety of services, and training and education programs. Joint work on addressing experience barriers, which have sometimes prevented newly trained workers from being hired into KP jobs, is also under way.

The agreement details the structure for coordinating workforce planning and development. A national team aligns, integrates and coordinates workforce development and training efforts in partnership with the regions. Each region has a workforce planning and development committee chaired by labor and management co-leads.

The five key components of this work are:

• workforce planning and development
• career development
• education and training
• redeployment
• retention and recruitment

“The goal is to prepare union workers for changes to jobs,” says LeAnda Russell, the coalition’s national coordinator for job innovation. “We support the lifelong learning and career development of our workers.”

It’s paying off. Use of the educational trusts has increased to record levels.

Russell encourages employees to keep learning to build the job skills needed as health care evolves. In other words — don’t hit the rewind button. It’s time to press play.

“Technology is here,” Russell says. “Don’t be afraid.”