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The Healthcare Staffing Crisis: Creative Solutions from Four Hospital Executives

The Healthcare Staffing Crisis Creative Solutions From Four Hospital Executives Web

If you ask a hospital executive what issues are keeping them up at night, there’s a good chance staffing will be high on their list of concerns.

ECG associate principal John Budd did exactly that. 约翰与美国100多位医院高管进行了交谈,讨论了他们在2022年及以后面临的最大挑战. 超过70%的ceo认为,员工配备是他们未来使命的最大威胁.

上个月,约翰 hosted a panel discussion on the topic of staffing shortages in hospitals and was joined by the following senior hospital leaders:

小组成员的组织在规模、地理位置和患者人数上存在显著差异. 但他们在过去几年遇到的人员配备问题惊人地相似. All have been challenged to recruit and retain hospital workers—particularly nurses. All have seen those staffing issues worsen dramatically in the wake of COVID-19. And all have had to get very creative in order to survive.

Below are five key themes from the panelists’ discussion.

1. 医院工作人员精疲力竭.

在大流行期间,一线医护人员承担了照顾公众的主要责任. Patient volumes during the height of the pandemic pushed hospital staff to their limits, 在某些情况下, 到了崩溃的边缘. 小组成员指出,护理人员的空缺率历来很高,许多护士已经离开医院,去了压力较小的环境, such as doctors’ offices and schools—while others have abandoned the profession entirely. 在某些情况下, 经济压力导致了裁员, 医院的工作人员更加瘦弱.

2. 对医院员工的竞争加剧了.

The entire panel agreed that hospital staffing shortages began before the pandemic, and that the public health emergency has only exacerbated the problem.

在农村地区, where recruitment and retention of hospital staff is a long-standing challenge, 林恩·霍金斯解释说,阿肯色州农村健康伙伴关系的医院正在失去护士,因为竞争对手提供丰厚的签约奖金, and that some neighboring states were even offering housing expenses.

Sheila Kempf found that many nurses in her area were opting for traveling positions, 在当前的环境下, nurses could travel locally and double their salary without having to relocate.

而护理只是这个等式的一部分. 安德鲁·肖特指出,当纽约州对快餐工人实施每小时15美元的最低工资时, it created new sources of competition for Samaritan Medical Center.

3. Short-term solutions may become long-term strategies.

COVID-19的快速发展意味着医院不得不在忙碌中做出重大的操作改变, without the luxury of months-long planning and implementation processes.

But today’s contingency plans could be tomorrow’s standard practices. 希拉指出,宾夕法尼亚医学院普林斯顿健康中心已经把创新作为他们所做的一切. She praised her organization’s emphasis on education, quickly mounting a student nurse assistant fellowship program and a nursing assistant course. Both programs are aimed at developing a supply of nursing assistants and, 更广泛地说, finding creative ways to get people into the healthcare profession.

朱莉·麦格雷戈说,疫情期间的人员配备问题促使哥伦布地区卫生部门的领导人更多地关注任务,而不是传统的工作描述, 对需要很少培训的日常工作(如安置病房)实行一到两个小时的轮班制. This provided a structure for employees to pitch in where they could, 正如许多人所表示的那样.

The panelists agreed that finding novel approaches to recruitment is essential. 安德鲁指出,撒马利亚人的领导者通过重新考虑他们的志愿者项目来应对短缺. 了解到许多大学生往往需要志愿工作时间来满足教育要求, 撒马利亚人开始用大学生来填补行政轮班的空缺,以便给员工更多的灵活性.

Panelists also stressed the ongoing need for education. 林恩说,她的组织一直在与该地区的大学合作,并在他们的医院设立了42个学徒. 她解释说,给学生们一天健康护理专业人士的“生活日”,让他们知道在医院工作不需要成为lovebet爱博或护士,这很重要.

4. 效率是至关重要的.

在讨论过程中一遍又一遍地重复, the panelists talked about the need for staff to work to the top of their licenses. 希拉说当时护士短缺, nurses should focus on the specialized work they’re trained to do, while tasks such as admitting patients and stocking rooms should be directed to other staff. 朱莉提到,她所在的医院已将许多行政职能转移到偏远地区——这在大流行之前是不可想象的,但在技术的帮助下,这一前景已被证明是有效的.

5. Staff who feel supported are more likely to stay.

While signing bonuses and other perks will always tempt staff to leave an organization, the panelists agreed that money isn’t the only thing that employees value. 首先,一点感激之情会有很长一段时间. 希拉和林恩都表示,他们的员工非常感谢医院领导来到他们的单位,感谢他们在大流行期间的辛勤工作,感谢他们在这段充满压力的不可思议的时间里陪伴该组织.

Julie mentioned her organization’s willingness to invest in its workforce, citing the need to offer avenues for personal and professional development. Sheila noted that Princeton allows nurses to shadow peers in different units, 让他们接触到其他类型的工作,并有机会在组织内晋升.

安德鲁和朱莉还提到,大流行促使他们的组织审查他们的入职和适应程序. While short-term changes were necessary to accommodate social-distancing protocols, 结果是一个更精简的, candidate-friendly招聘过程.

为未来保持灵活

From telehealth to drive-up COVID-19 testing to hospital administrators working from home, 过去18个月的事件证明,曾经深不可测的医疗保健做法也可以有效. The hospital staffing shortage predated the pandemic, and it won’t end once the public health emergency is over. 但解决人员配备问题将需要医院领导人拥抱创新精神,他们在过去18个多月里已经展示了这种精神.

Want to learn more about innovative approaches to addressing hospital staffing challenges?

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