Recruiting alone won't solve the workforce crisis, according to these leaders.
One of the biggest areas of concern for healthcare executives of all titles is the workforce, and the issues go far beyond recruitment and retention.
Today's CNOs, CMOs, and other industry leaders are confronting AI, breaking down barriers to entry in education, and cultivating a sense safety in the workplace, all in an effort to create the most sustainable workforce possible. However, this work doesn't come without major challenges.
The 2024 HealthLeaders Workforce Decision Makers Exchange wrapped up last week in Washington D.C. after two days of insightful idea-sharing and compelling discussion about the most difficult obstacles in building a workforce. Here's how leaders are tackling the key issues that are keeping them up at night.
Leveraging AI and virtual care
First and foremost, the healthcare industry is facing a workforce shortage, of nurses, physicians, and plenty of other critical positions. However, according to the Exchange members, it's not just about hiring new people.
"We cannot recruit our way out of the workforce crisis," said Chris DeRienzo, MD, chief physician executive at the American Hospital Association (AHA).
Leaders need integrate technologies such as AI and virtual nursing to streamline processes and give clinicians time back at the bedside. However, both of those technologies should be used as assistive tools, not replacements for FTEs.
When it comes to AI, leaders should strive to implement and adopt AI that has a low barrier to entry and can be used by clinicians with varied technological backgrounds. Staff must be included in the development process, and patients should be fully informed and educated on the technology and how it works. Leaders should consider using patient advisory boards to understand the questions and concerns that patients have surrounding AI as well.
For virtual care, specifically in nursing, leaders should consider using metrics such as retention rates, turnover rates, and nurse engagement to measure ROI. The capabilities of virtual care technology stretch far beyond only virtual nursing, and health systems should consider how other departments can leverage the same technology for different purposes.
Cultivating generational wellness
It's also no secret that workforce expectations have changed in recent years, especially since the pandemic. New generations of nurses and physicians want different things and prioritize other types of benefits than previous generations before them. Younger nurses want more flexibility, work-life balance, and with the rising cost of living, more compensation with benefits that suit their needs.
For leaders, according to the Exchange members, it's crucial to let go of some of the more traditional processes and make way for new ones. The idea of flexible scheduling has been gaining traction, especially since the pandemic, as a method of accommodation for the busy lives of nurses at all life stages.
"We have to let go of our expectations and meet people where they are," said Jennifer Garnica, vice president of nursing and chief nursing officer at SSM Health St. Mary's Hospital, St. Louis.
The Exchange members also emphasized the importance of wellness and building a culture of psychological safety, where staff feel comfortable approaching leadership with questions and concerns. Leaders have a responsibility to connect with their employees and build relationships that allow for honest communication and trust.
Building educational pipelines
One of the biggest drivers of the workforce shortage is the lack of clear pathways into the healthcare industry.
According to the Exchange members, this begins with a faculty shortage. The lack of teachers and faculty limits the number of slots available in medical school programs, which in turn limits the number of applicants who can be accepted into the programs. Medical education is also expensive and time consuming, and with stagnating wages, future physicians are wondering whether the profession is worth it.
Leaders must strategize and build better pipelines into the industry, for both physicians and nurses. According to the Exchange members, this involves strong partnerships with academic institutions as well as considering innovative solutions such as tuition reimbursement or assistance, and other incentives for students who are interested in entering the industry. It's also important that leaders keep diversity in mind and build workforces that reflect the communities they serve.
Ultimately, leaders need to keep experimenting with new ways to recruit and retain clinicians, streamline processes, and expand how care is delivered. According to Ronda McKay, vice president of patient care services and chief nursing officer at Powers Health, even if things go wrong, it energizes leaders and staff alike when they can try new things.
"If we don't think it's going to hurt anybody," McKay said, "try it."
See more coverage from the 2024 Workforce Decision Makers Exchange here.
The HealthLeaders Exchange is an executive community for sharing ideas, solutions, and insights. Please join the community at our LinkedIn page.
To inquire about attending a HealthLeaders Exchange event, email us at exchange@healthleadersmedia.com.
G Hatfield is the CNO editor for HealthLeaders.
KEY TAKEAWAYS
Leaders need to be integrating technologies such as AI and virtual nursing to streamline processes and give clinicians time back at the bedside.
It's important for leaders to embrace wellness and build a culture of psychological safety, where staff feel comfortable approaching leadership with questions and concerns.
Leaders must expand educational opportunities and build better pipelines into the industry, for physicians, nurses, and staff in all departments.