Given the uncertainty and often conflicting viewpoints expressed in a recent survey on managing patient flow efficiencies or capacity management, healthcare leaders may be in for a bumpy ride as they prepare their organizations to meet the operational demands being driven by reform, regulation, and accountable care.
A key factor in UPMC East's revolutionary culture plan is to ensure members of the nursing staff — a third of the hospital's 550 staff members — are hired for more than just their technical skills. Getting to "the best care" requires healthcare organizations to identify the behaviors that exemplify their desired culture, select and hire candidates with these behaviors, and develop more personalized training programs for new and existing employees. To support this success model, the UPMC East team, including HR, hiring managers, and executives, used assessment software to evaluate behavioral skills among nurses and other employees.
Where enterprise technologies leave off, clinical and financial data analytics step in.
For all its complexities, healthcare is an amazingly effective industry. Yet everyone will admit that change is necessary. With exceptions, healthcare today is still largely a fee-for-service business. The resulting inefficiencies are not only hard to ignore, they are also a detriment to clinical quality, according to The Dartmouth Atlas Project, an ongoing study of medical resource distribution in the United States. Researchers found that regions where Medicare spending is the highest actually produce the poorest outcomes.
Fewer emergency departments (EDs) are treating a swelling wave of patients.
In March 2012 an online survey was sent to the HealthLeaders Media Council. More than 300 senior leaders from hospitals, health networks, physician organizations, and other groups were asked to assess their organization's leadership and strategy by indicating to what extent they agree or disagree with ten different statements. The following issues were explored: goals, communication, accountability, and performance.
Having clear strategies and consistent performance standards is key to a healthy and financially successful organization, but a disconcerting percentage of healthcare leaders feel their organizations fall down in both areas, according to a recent survey.
Healthcare leaders were asked to assess their organization's leadership and strategy by indicating to what extent they agree or disagree with 10 different statements. The areas addressed included goals, communication, accountability, and performance.
The survey, sponsored by GE Healthcare and carried out among members of the HealthLeaders Media Council, a group of top healthcare executives, showed that the vast majority of respondents (76%) believe their organization has a clear strategic vision. An even larger majority, 84%, believe their organization has engaged its employees in the execution of that vision. However, less than half of respondents think their organization operates as a meritocracy, with top performers getting recognition and rewards, and a mere 39% believe that their organization deals decisively with nonperforming employees.
Employee and Preemployment Assessments Ensure No Bad Apples Poison Your Next-Generation Care Environment
The HealthLeaders Media Intelligence Unit surveyed senior healthcare leaders about readmissions and care transitions. The survey explores readmissions and care transition causes, investments, and responsibility within the healthcare organization.
An interview with Doug Bilbrey, executive vice president, sales and marketing, SSI.
A chat with Jason Williams, Vice President of Data Analytics at RelayHealth.
The new era of coordinated care demands greater levels of teamwork and collaboration
Healthcare is in the midst of reform but not necessarily in response to any legislation. Rather, providers across the country—with a financial nudge from public and private payer organizations—have bought into the big picture of a healthcare delivery system where success is not measured by the number and value of billed procedures, but by a provider's ability to lower costs and improve quality. When healthcare constituents discuss this exciting outlook, one theme continues to rise to the surface: collaborative care.
The HealthLeaders Media Intelligence Unit surveyed senior healthcare leaders to assess their views on their organization's IT operating budgets and capital spending and if they meet their current and future needs. The HealthLeaders Media Council comprises executives from healthcare provider organizations who collectively deliver the most unbiased industry intelligence available.