COVID-19 has not only accelerated dramatic shifts within the healthcare industry, it also has become a catalyst for change in workforce strategies. This chapter highlights key trends and priorities for the human capital committee to consider as it plans for the upcoming year and beyond.
New sourcing models: Traditional sourcing models are proving ineffective in addressing widespread workforce shortages, accelerated retirements, increasing employee burnout and changing skill requirements. Organizations facing wild swings in clinical staffing demands are considering various options, including outsourcing, traveling nurses, international staff and returning retirees. The committee should address strategic staffing needs and sources taking into account the increasing cost of talent on the open market and the demands on the internal talent pipeline.
Workforce flexibility: Many organizations have adopted remote work policies or hybrid business models out of necessity. However, remote work for employees directly involved in patient care and service is not possible. The committee should consider the pros and cons of approaches to attract remote workers where viable, but also should aim to improve the onsite employee experience. Improvements may include flexible work hours, commuter allowances, childcare services, dining lounges and career advancement opportunities.
Employee engagement: Employee engagement can have a significant impact on organization...
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