Measures to address laboratory staffing shortages are required to limit future impact

• The widespread shortage of healthcare workers presents a growing challenge to laboratories
• Several reasons are behind the shortage of laboratory professionals in the workplace, making it a complex problem to solve
• A combination of measures is required to limit the future impact on laboratories

It has been clear for some time that there is a shortage of frontline healthcare workers, such as nurses and doctors.¹ The problem was then further exacerbated by the pressure of the COVID-19 pandemic, with a recent report finding that nearly one in five healthcare workers has quit their jobs since 2020.¹ Globally, the World Health Organization estimates a projected shortfall of 11 million health workers by 2030, a challenge that will affect countries at all levels of socioeconomic development.² 

What is less often discussed is the critical shortage of healthcare workers behind the scenes, such as medical laboratory professionals. Laboratory services are essential for the detection, diagnosis, and treatment of many diseases, and a lack of qualified staff to provide these services can have serious implications. Clinics rely on accurate and timely data for treatment decisions, so delays in testing and diagnosis can directly impact patient care.³

A key factor contributing to the shortage of skilled workers in laboratories is demographic change. The ‘Baby Boomer’ generation (those born between 1946 – 1964) is retiring at a rapid rate, leaving a large gap to be filled.⁴ The authors of the white paper note that in Germany, 12.9 million workers will have reached retirement age by 2036, corresponding to almost 30% of the workforce available to the labor market.⁵ The situation is compounded by low birth rates in recent decades, resulting in fewer candidates to undertake training for highly specialized roles. 

Additionally, those who are available to enter the workforce have vastly different demands and expectations from their boomer counterparts. Generation Z (born between 1995 and 2010) has grown up in the digital age and places great value on a healthy work-life balance, meaningful work, and flexible working models.^6,7

Laboratory work can be perceived as an unattractive career for young people, as working conditions can be both physically and mentally challenging. Due to the risks and hazards laboratory staff are exposed to, working in a laboratory environment requires diligence, care, and attention at all times.⁸ Additionally, staff are often working in a time-pressured way, and many laboratory employees work shifts, including nights and weekends. These conditions may not be attractive to Gen Z, who place a high value on flexibility and a good work-life balance. 

A critical issue with the pace of retirement of the baby boomer generation is that they are often in senior positions and take with them many years of experience, meaning the workers needed to replace them require highly specialized knowledge.⁹ Educational institutions often lack practice-oriented training content and modern technical equipment that prepare students for the specific demands of laboratory work, and even where courses are available, they are not filling the gap.¹⁰ A recent study found that academic programs in the US produce only around 40% of the required workers for diagnostic laboratories.¹⁰

This problem is amplified by ever-advancing technology. While technological progress in the form of automation and digitalization can offer support to laboratory professionals, it presents new challenges. Skilled workers now need to be able to keep up with new technologies, adding to the burden of training for organizations.¹⁰

To overcome the shortage of laboratory professionals, it is vitally important that the current situation changes, and the next generation is attracted to the profession. A recent white paper, ‘Seven answers on the shortage of skilled workers’, published by Dr. Max Mustermann, Laboratory Director & Expert in Digital Transformation, and Dr. Steffi Burkhart, Expert in Generational Management & Future of Work, explores measures laboratories can take to address these challenges and limit future impact. As Dr. Burkhart states: “Proactively adapting to Generation Z is more than just a strategic decision; it is a future-oriented investment in the laboratory itself.”

Studies have shown that technology plays a key role in decision-making when it comes to career choices for Gen Z:¹⁰

• 80% want to work with cutting-edge technology
• 91% say that technology would influence job choices for similar job openings
• 80 % believe that technology and automation will create a fair working environment

Organizations must therefore pay attention to opportunities to embrace new technology and utilize it to their advantage. Automatic and robotic solutions are available to take on many of the repetitive and time-consuming tasks in the laboratory, relieving the burden on staff and allowing them to focus on more demanding tasks. Automated processes can also be implemented to work through the night or at weekends, further easing the pressure on staff and providing a more attractive working environment for existing and new employees.

The digitization of laboratory data can further enhance working conditions. Through digitization, it is possible for laboratories to control, monitor, and analyze their sample workflows. They can identify bottlenecks throughout the day and retrieve information about equipment utilization automatically and in real time, allowing optimization of workflows. This enables higher sample throughput with the same level of staffing, thereby reducing workload for existing laboratory staff.

The authors highlight several ways in which organizations can begin to address issues with training and staff development. Firstly, they suggest offering continuous training and development opportunities focusing on the latest technological developments within the laboratory field. This ensures staff are given the opportunity to expand their skills and stay relevant.

Collaboration with schools and universities is also key. Internships, trainee programs, and joint projects can facilitate the transition from training to a work environment, and are effective ways to attract young talent.

For existing staff, partnerships or joint projects with industry suppliers can help identify laboratory needs at an early stage. This enables solutions to be developed that can overcome skills shortages and provide workload relief for existing employees. The importance of networking is also highlighted as participation in specialist conferences and networking events enables knowledge exchange with other laboratories and specialists.

To attract qualified professionals, the authors suggest that a strong employer brand is beneficial to share on platforms relevant to young people like Instagram, LinkedIn, and TikTok. Regular posts and stories that offer authentic insights into everyday lab life and the benefits of the workplace can pique the interest of young professionals. Interested potential applicants should also be greeted with a well-designed career page on the company website that is up to date, informative, and engaging. 

For existing employees, involving them in decision-making processes and promoting open communication and sharing of ideas can strengthen commitment and identification with the company. A well-structured mentoring program with experienced employees offering support to new specialists can also play a role in the integration and retention of new employees.

No single measure can solve the shortage of laboratory professionals. It is a complex and growing challenge, but one that must be addressed to protect the future of labs. A combination of measures is required, involving multiple stakeholders. Embracing technology, understanding and targeting Generation Z, and focusing on creating a modern working environment are critical to attract, develop, and retain employees long-term.