Are You Ready for the Ambition Recession: An Era of Wanting More for Doing Less

Navigating a Generational’s Desire for Part-Time Work with Full-Time Pay in Australia’s Allied Health Industry

A New Trend & The Death of a Full-Time Week

A shift is taking place in Australia’s allied health sector. A new generation of professionals is showing a distinct preference for part-time work over full-time employment. This inclination isn’t rooted merely in a desire for a more relaxed lifestyle post pandemic, but also stems from underlying fears and concerns. 

Many young professionals, some of whom have not yet held a full-time job, are pre-emptively worrying about burnout. They seek balance and flexibility, aspiring to blend work with other pursuits and interests. They value mental well-being and personal growth as a priority, and a part-time job appears to offer a solution. 

But what does this mean for the industry, and how should clinic owners respond? 

Does a desire for part-time work come with expectations of higher pay?

The Rise of Part-Time: A New Desire

The narrative has been set: Australia’s new generation of allied health professionals is advocating for part-time work. 

The twist? They don’t necessarily want to be paid less. 

Factors such as higher education participation, increased cost of living, and changes in cultural attitudes toward living with parents suggest an extended stay in the family home. This means that your average 22-year-old who once left home at this age back in 2016 is now staying at home until their mid to late 20s to reduce costs that would previously require full-time work. However, they still want to be paid top dollar for their time, and current labour shortages have dictated that they can. This intersection of desires creates a unique challenge for private practice clinic owners. But is it an insurmountable obstacle or a puzzle waiting to be solved?

Crisis or Misunderstanding?

The inclination towards part-time work is not synonymous with a lack of motivation. It reflects a broader societal shift valuing individuality, flexibility, and personal well-being. But the request for full-time pay for part-time work raises eyebrows and concerns. How can private practices afford this seemingly unrealistic expectation?

Bridging the Gap: A Strategic Approach

The answer may lie in reframing the conversation around compensation, expectations, and value. The generation pushing for part-time work often brings fresh perspectives, innovative ideas, and a desire to engage in meaningful work. Their request for equitable pay isn’t merely about hours logged but the quality and impact of their contributions.

Managing Expectations: A Delicate Balancing Act

Navigating this terrain requires a nuanced approach. Private practice owners must balance the books and maintain patient numbers whilst fostering an environment that attracts top talent. One way to approach this is through transparent dialogue about each party’s value.

Lower base salaries coupled with high performance commission structures in healthcare have historically been a way clinic owners could reduce their financial risk. Although, many new graduates are shying away from KPI remuneration-based models with many expecting top dollar and unrealistic starting salaries without adequate time to build a consistent patient base. 

In a recent global survey by PwC, over 52,195 workers suggested that ‘while an increase in pay is a main motivator for making a job change (71%), wanting a fulfilling job (69%) and wanting to truly be themselves at work (66%) round out the top 3 things workers are looking for. The answer is less about money and more about workplace purpose and fulfilment. Offering performance-based incentives PLUS flexible benefits packages, and opportunities for professional development can create a win-win scenario. It’s not merely about paying more for less work; it’s about recognizing and rewarding the unique value that this new generation can contribute beyond the consultation room.

Opportunity: Adapting to the New Reality

This shift in employment desires isn’t a fleeting trend; it’s a signal of more profound changes in professional values and aspirations. By adapting recruitment strategies and building supportive work environments, the allied health industry in Australia can turn this challenge into an opportunity.

Where now? A Future Shaped Together

The desire for part-time work and equitable pay isn’t a crisis nor an unrealistic demand to be dismissed. It’s a complex, multifaceted issue that requires empathy, innovation, and a willingness to evolve.

Six Possible Solutions for Private Practice Clinic Owners:

1. Performance-Based Incentives: Align compensation with individual performance, allowing part-time workers to earn more based on their productivity and contributions beyond just KPIs and financial metrics.
2. Flexible Benefits Packages: Customise benefits to meet different needs, such as offering professional development, wellness programs, or other non-monetary rewards. Maybe they prefer to work all there hours in 3.5 long days instead of spreading over a full week 
3. Collaborative Scheduling: Embrace part-time scheduling as an opportunity to cover extended hours or provide unique services, thereby attracting a broader patient base.
4. Open Dialogue and Negotiation: Engage in transparent conversations with potential hires about their expectations and your needs and find common ground to create win-win agreements.
5. Invest in Technology and Training: Utilise technology to enhance efficiency and provide training to ensure that part-time workers can contribute at their highest potential. Use these initiatives to build social media presence or create additional income streams like online education or virtual courses.
6. Embrace the 3-4 day working week: Use this generational desire as a recruitment marketing pitch. Reduced working hours as a preference, but co-include with great pay, team culture and working environment. This will showcase you as a preferred employer and assist with recruitment opportunities. 

By engaging in open dialogue and crafting creative solutions, we can build a future that honours the financial realities of private practice ownership and the evolving needs of a new generation.

The ambition is not in recession; it’s finding new avenues. And the path forward is one we must navigate together. Great employers are already finding a work around for this; resist and you will simply get left behind.

Relevant references:

1. OECD (2021). “Part-Time Employment Rate.” OECD Data. Available at https://data.oecd.org/australia.htmAustralian Bureau of Statistics (2021). 
2. “Labour Force, Australia, Detailed, Quarterly, May 2021.” ABS Catalogue No. 6291.0.55.003. Available at https://www.abs.gov.au/Deloitte (2020). 
3. “The Future of Work: The Changing Skills Landscape for Workers.” Deloitte Insights. Available at https://www.deloitte.com/au/en.html
4. Survey of over 52,000 workers indicated the Great Resignation is set to continue as pressure on pay mounts – https://www.pwc.com/gx/en/issues/workforce/hopes-and-fears.html

Are You Ready for the Ambition Recession: An Era of Wanting More for Doing Less

Navigating a Generational’s Desire for Part-Time Work with Full-Time Pay in Australia’s Allied Health Industry

A New Trend & The Death of a Full-Time Week

A shift is taking place in Australia’s allied health sector. A new generation of professionals is showing a distinct preference for part-time work over full-time employment. This inclination isn’t rooted merely in a desire for a more relaxed lifestyle post pandemic, but also stems from underlying fears and concerns. 

Many young professionals, some of whom have not yet held a full-time job, are pre-emptively worrying about burnout. They seek balance and flexibility, aspiring to blend work with other pursuits and interests. They value mental well-being and personal growth as a priority, and a part-time job appears to offer a solution. 

But what does this mean for the industry, and how should clinic owners respond? 

Does a desire for part-time work come with expectations of higher pay?

The Rise of Part-Time: A New Desire

The narrative has been set: Australia’s new generation of allied health professionals is advocating for part-time work. 

The twist? They don’t necessarily want to be paid less. 

Factors such as higher education participation, increased cost of living, and changes in cultural attitudes toward living with parents suggest an extended stay in the family home. This means that your average 22-year-old who once left home at this age back in 2016 is now staying at home until their mid to late 20s to reduce costs that would previously require full-time work. However, they still want to be paid top dollar for their time, and current labour shortages have dictated that they can. This intersection of desires creates a unique challenge for private practice clinic owners. But is it an insurmountable obstacle or a puzzle waiting to be solved?

Crisis or Misunderstanding?

The inclination towards part-time work is not synonymous with a lack of motivation. It reflects a broader societal shift valuing individuality, flexibility, and personal well-being. But the request for full-time pay for part-time work raises eyebrows and concerns. How can private practices afford this seemingly unrealistic expectation?

Bridging the Gap: A Strategic Approach

The answer may lie in reframing the conversation around compensation, expectations, and value. The generation pushing for part-time work often brings fresh perspectives, innovative ideas, and a desire to engage in meaningful work. Their request for equitable pay isn’t merely about hours logged but the quality and impact of their contributions.

Managing Expectations: A Delicate Balancing Act

Navigating this terrain requires a nuanced approach. Private practice owners must balance the books and maintain patient numbers whilst fostering an environment that attracts top talent. One way to approach this is through transparent dialogue about each party’s value.

Lower base salaries coupled with high performance commission structures in healthcare have historically been a way clinic owners could reduce their financial risk. Although, many new graduates are shying away from KPI remuneration-based models with many expecting top dollar and unrealistic starting salaries without adequate time to build a consistent patient base. 

In a recent global survey by PwC, over 52,195 workers suggested that ‘while an increase in pay is a main motivator for making a job change (71%), wanting a fulfilling job (69%) and wanting to truly be themselves at work (66%) round out the top 3 things workers are looking for. The answer is less about money and more about workplace purpose and fulfilment. Offering performance-based incentives PLUS flexible benefits packages, and opportunities for professional development can create a win-win scenario. It’s not merely about paying more for less work; it’s about recognizing and rewarding the unique value that this new generation can contribute beyond the consultation room.

Opportunity: Adapting to the New Reality

This shift in employment desires isn’t a fleeting trend; it’s a signal of more profound changes in professional values and aspirations. By adapting recruitment strategies and building supportive work environments, the allied health industry in Australia can turn this challenge into an opportunity.

Where now? A Future Shaped Together

The desire for part-time work and equitable pay isn’t a crisis nor an unrealistic demand to be dismissed. It’s a complex, multifaceted issue that requires empathy, innovation, and a willingness to evolve.

Six Possible Solutions for Private Practice Clinic Owners:

1. Performance-Based Incentives: Align compensation with individual performance, allowing part-time workers to earn more based on their productivity and contributions beyond just KPIs and financial metrics.
2. Flexible Benefits Packages: Customise benefits to meet different needs, such as offering professional development, wellness programs, or other non-monetary rewards. Maybe they prefer to work all there hours in 3.5 long days instead of spreading over a full week 
3. Collaborative Scheduling: Embrace part-time scheduling as an opportunity to cover extended hours or provide unique services, thereby attracting a broader patient base.
4. Open Dialogue and Negotiation: Engage in transparent conversations with potential hires about their expectations and your needs and find common ground to create win-win agreements.
5. Invest in Technology and Training: Utilise technology to enhance efficiency and provide training to ensure that part-time workers can contribute at their highest potential. Use these initiatives to build social media presence or create additional income streams like online education or virtual courses.
6. Embrace the 3-4 day working week: Use this generational desire as a recruitment marketing pitch. Reduced working hours as a preference, but co-include with great pay, team culture and working environment. This will showcase you as a preferred employer and assist with recruitment opportunities. 

By engaging in open dialogue and crafting creative solutions, we can build a future that honours the financial realities of private practice ownership and the evolving needs of a new generation.

The ambition is not in recession; it’s finding new avenues. And the path forward is one we must navigate together. Great employers are already finding a work around for this; resist and you will simply get left behind.

Relevant references:

1. OECD (2021). “Part-Time Employment Rate.” OECD Data. 
2. “Labour Force, Australia, Detailed, Quarterly, May 2021.”  
3. “The Future of Work: The Changing Skills Landscape for Workers.”
4. Survey of over 52,000 workers indicated the Great Resignation is set to continue as pressure on pay mounts