Temple Health, a major Philadelphia-based academic health system, has selected The Christopher Group to lead its Chief Human Resources Officer search. Managing Partner, Pamela Noble, (she/her,hers), M.A., Ed.D and Recruiting Director, Carrie Longmire are leading the critical HR search. “We are honored to partner with Temple Health in their search for a Chief Human Resources Officer. This role is crucial in shaping the future of the organization and upholding the highest standards of care for its patients. Temple Health stands out for its unwavering commitment to health equity, ensuring everyone receives the same high-quality care. We are eager to find a visionary leader who can make informed and swift decisions to enhance the organization’s operations while upholding its core values of health equity,” shared Pam Noble. #CHRO #HROpportunity #RecruitingLeaders #Healthcare #ExecutiveSearch
The Christopher Group, Agile HR Business Solutions’ Post
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Interesting article on how health systems and educators can work together to close the talent gap: - Healthcare workforce shortages are a significant challenge, exacerbated by the COVID-19 pandemic, resignations, and demographic shifts. - Health systems face a long road to address these challenges and are considering education partnerships to bridge the talent gap. - Three education models are being explored: health systems creating their own education entities, partnering with educational institutions, or working with vendors to administer education. - Postsecondary-education providers benefit from access to clinical rotations, a large pool of prospective students, and improved postgraduation outcomes. - Communities benefit from improved access to care, economic growth, higher-paying jobs, and addressing racial inequities in healthcare pay and career trajectories. - Successful partnership models should focus on job readiness, align education with job demand, provide accessibility, be financially sound, and involve a long-term commitment. These partnerships aim to address current labor challenges in healthcare and create a more diverse and equitable workforce for future demands. #talent #healthsystems
How health systems and educators can work to close the talent gap
mckinsey.com
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💥NEW PUBLICATION💥🚑 Concerned about healthcare workers leaving their jobs? Read the new Project METEOR study published in Qualitative Health Research. The paper looks into evidence-based strategies that address the challenges driving doctors and nurses to quit. METEOR findings emphasise personal and professional support, continuing education, financial incentives, and changes in legislative frameworks. Through interviews with medical staff across Belgium, the Netherlands, Italy, and Poland, we've identified key factors that can enhance job satisfaction and reduce the chance of healthcare professionals quitting. Anke Boone (KU Leuven), Olivia Lavreysen (KU Leuven), Neeltje de Vries (Spaarne Gasthuis), Peter de Winter (Spaarne Gasthuis), Walter Mazzucco (Università degli Studi di Palermo), Domenica Matranga (Università degli Studi di Palermo), Laura Maniscalco (Università degli Studi di Palermo), silvana miceli (Università degli Studi di Palermo), Alessandra Savatteri (Università degli Studi di Palermo), Małgorzata Kowalska (Medical University of Silesia), Szymon Szemik (Medical University of Silesia), Barański Kamil (Medical University of Silesia), Lode Godderis Godderis (KU Leuven) Explore how targeted actions can make a difference in retaining Europe’s healthcare workers 👇 🖇 https://lnkd.in/dxueu4wV #Healthcare #MedicalStaff #NurseRetention #DoctorRetention #HealthcareRetention #WorkforceSupport #MedicalProfessionals #JobSatisfaction
Retaining Healing Hands: A Transnational Study on Job Retention Interventions for the Healthcare Workforce - Anke Boone, Olivia Lavreysen, Neeltje De Vries, Peter De Winter, Walter Mazzucco, Domenica Matranga, Laura Maniscalco, Silvana Miceli, Alessandra Savatteri, Małgorzata Kowalska, Szymon Szemik, Kamil Baranski, Lode Godderis, 2024
journals.sagepub.com
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In order to remain competitive and recruit top talent, healthcare facilities need to explore what younger workers are looking for in a career and what they value. Keeping their needs in mind can make a facility stand out, leading to higher satisfaction rates and lower burnout. Check out our blog post to find out how your facility can implement changes to attract Gen Z and Millennial nurses and health professionals. https://lnkd.in/gVKzeBFu
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I typically don’t air dirty laundry here, but this article is timely and one that should be addressed given the state of PA education right now (programs shutting down or losing accreditation, faculty shortages, and the number of new programs starting). I left my most recent education position because the values displayed by program leadership no longer reflected my values or the mission of the program. I was no longer valued as an educator and treated with bias and discrimination when we “preached” diversity, inclusion, and cultural sensitivity. And yes, I realize I am a white woman saying these things but DEI is more than just skin color (a topic for another day). That being said, everything rolls down hill. If you don’t have institutional support (a true champion for your program not just words on an accreditation application) you will have burned out program directors who then have burned out faculty. What are my suggestions? Or better yet, here is how I tried to lead my clinical team… 1. Your people are your people- meet with them individually. Get to know their families and personal lives. They are not just numbers in a workload calculator. This is a little more difficult when you work remotely but still doable. Set goals together. I want to see you win because our program is so much stronger when we have strong and engaged faculty. Invest in your faculty beyond the traditional “faculty development workshop” or sending someone to a conference. 2. Treat everyone fairly- we have policies for a reason. Follow them. Don’t give someone a promotion because they “need more money to take the job” while everyone else has to jump through the rigorous promotion and tenure hoops. Don’t punish someone for following your written policies. 3. Stick up for your faculty- If we can do something that allows our faculty a little better quality of life while still doing an excellent job and it is reasonable, then let’s do it. Some examples where I have stuck up for my team included trying to get approval for a faculty member to work remotely and be closer to family (was the only onsite faculty member on my team) and was denied and also to have breast milk shipped home for a faculty member who was required to travel but recently gave birth. These points seem obvious but are not regularly practiced. We preach leadership in PA education but it’s time to actually put our money where our mouth is. We can do better.
This is a critical healthcare workforce paper for education and beyond. Clinical directors facing emotional exhaustion want to leave. However, those with control over their work, recognition, fair treatment, and alignment with organizational values want to stay. Retention strategies must focus on these key factors to support our #education and #healthcare #workforce. April Stouder, EdD, MHS, PA-C; Candace Ayars. Burnout, Personal, and Occupational Factors as Predictors of Physician Assistant Faculty Intent to Leave After the COVID-19 Pandemic.The Journal of PA Education Association 35(3):p 228-236, September 2024. | DOI: 10.1097/JPA.0000000000000579 https://lnkd.in/ea-E2Yqa #healthprofessionseducation #HPE #PAsGoBeyond American Academy of Physician Associates
Burnout, Personal, and Occupational Factors as Predictors... : The Journal of Physician Assistant Education
journals.lww.com
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#kpu is #hiring an Associate Dean for the Faculty of Health. The Associate Dean (AD) assists the Dean in overall leadership and daily operations of the Faculty to support and enhance the educational experiences of students enrolled in programs offered by CAHS. The AD also facilitates the development, implementation and evaluation of new initiatives to meet the existing and emerging needs of our community and employer/industry partners. Do you know someone fabulous who might be interested in this opportunity? #highereducation #postsecondary #careers #higheredjobs #leadership #healthcarecareers #healthcareleader #educationleadership
Hiring Associate Dean, Faculty of Health, 200025-Inst Admin - Health - Langley, BC
tre.tbe.taleo.net
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Public healthcare delivery system transformation and behavioral health integration leader. Private practice therapist
THIS is what a commitment to DEI looks like. This is a real solution to workforce challenges and the need for diverse workers. Diverse teams perform better than homogeneous ones. And lifting communities out of poverty at the same time! I am profoundly impressed and energized to learn about this model and the practice of it come to life. #communitypsychology #DEI #workforceshortage #socialjustice
Innovator and Leader – CEO of UC Davis Health and Vice Chancellor for Human Health Sciences, UC Davis Health; 100 Most Influential People in Health Care (Modern Healthcare)
Proud of collaborating with an amazing UC Davis Health team on this important study published in the nejm catalyst. The evidence presented shows how our health system continues to distinguish itself as a national leader in workplace #diversity and #healthequity, while also training the next generation of #healthcare providers and research innovators. Those trainees are our future. They see firsthand how diversity, equity and inclusion enriches all #patient care, and they will become ambassadors for equity wherever they work. https://lnkd.in/gXftE5i7
UC Davis Health creates road map to diversify health care workforce
health.ucdavis.edu
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As University Health essentially doubles in size to include two new community hospitals by 2027, new CEO Ed Banos will be in charge of overseeing the expansion. Now three months into the job, Banos recognizes that his biggest challenge is the extra volume the San Antonio-based system has on its hands. In the short term, the focus is on hiring and managing additional staff to deal with the increased demand. Ultimately, the construction of the new hospitals will allow the system to better serve existing patients and care for additional areas. The hospitals will be in the South and North East sectors of Bexar County, adding to University Health's main teaching hospital, University Hospital in South Texas Medical Center, and the recently-opened University Health Women’s and Children’s Hospital. “University Health has had a great history of growing the last 10 years and I would say our biggest challenge is the continued growth that we have,” Banos told HealthLeaders. “A lot of people use University Health, we've grown our physician practices, our partnership with UT Health has also put a lot of demand for more surgeries, operating room time. So capacity has been a big push for us because the demand is there and with demand comes the need to hire more staff.” The upcoming hospitals in South Side and North East will serve collective purposes, as well as individual ones, Banos stated. On the South Side, University Health's presence will be "a huge economic generator," bringing better infrastructure, higher paying jobs, and more. The North East market, meanwhile, will allow the system to increase its reach in a "fast-growing area." Both hospitals will also allow the system to integrate technology more seamlessly. Banos admitted the term ‘hospital of the future’ is all too common these days, but that’s what he envisions for the new facilities because technology will be more built into their fabric than at a hospital like the Medical Center. "A hospital that will be built with all that infrastructure and all that technology, we'll be able to monitor patients from far away, we'll be able to use artificial intelligence to do a lot of our work that is being done much easier in a hospital that was built that way than one that is retrofitted," Banos said. Read more on Banos leading the system into its next era. #CEO #strategy #leadership
University Health CEO Meeting Increased Demand Through Expansion
healthleadersmedia.com
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Find Your Future in Healthcare Program Introduces Teens to Health Careers | UAMS News
Find Your Future in Healthcare Program Introduces Teens to Health Careers | UAMS News
https://news.uams.edu
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3D Healthcare 💙 Effective and Sustainable Workflow Improvement in Care Delivery ♦ C-suites: Eliminate the Need for More Cost Cutting ♦ 3D Train the Trainer Certification Program ♦ A Loving Organization Culture Change
I thought this was a timely post, Jennifer Thietz. I think the top/down, command and control leadership model (CC) is rapidly becoming obsolete, especially in healthcare. CC has been the unquestioned model, the model used almost exclusively for the purpose of maximizing profits for the organization. Except the model no longer maximize profits, even for those at the top. I wrote the following in a post yesterday: "Enter the Great Irony--Command and Control Doesn't Know How to Maximize Profits CC, with all its power, is supremely ignorant. It doesn't know how to maximize profits. It believes that profits, or lack of them, reside in the numbers rather than the systems producing the numbers. CC trained "leaders" in healthcare C-suites pore over numbers, completely disregarding the care delivery systems that produce the numbers. This is where constant "cost" cutting comes in, leaders not realizing they are stressing systems more, soon resulting in raising real costs and lowering profits. Good Systems are Much More Profitable than the Current Bad Ones. With the care delivery systems in healthcare already stressed/dysfunctional to the breaking point (bad systems) and getting worse, we see bad systems do what they do, produce poor outcomes. The outcomes include: lower productivity, lower quality of care, more safety issues, more staff burnout, lower CMS scores, and most importantly, significantly higher costs. Bye bye profits. Producing Wins for All It's time to train our healthcare leaders and managers in systems-based leadership, management, and problem solving so they can maximize profits for the benefit of all--patients, staff, communities--and the organization." Consider how much more profitable A Loving Organization with Loving Workflows (Apurv Gupta, MD, MPH, A Loving Organization Consortium) is than CC led hospitals. Consider how staff-led 3D Healthcare (loving, systems-based problem solving in care delivery) not only solves problems one last time, but creates ROI that's off the charts. Consider that the problems now being created in the C-suite around profitability are the result of too much CC and not enough systemic love. 💙 💙 #3DHealthcare #ALovingOrganization #LovingLeadership #LovingSystemsManagement
Some health systems are ditching traditional leadership structures to reimagine a more effective way to lead their organizations. This is good news for everyone in healthcare. The rapid introduction of digital technology and the need for timely decisions are forcing hospitals to change with the times. “Paul Coyne, DNP, senior vice president and chief nursing executive for HSS | Hospital for Special Surgery in New York City, sees a similar shift in healthcare executive structure. He said frontline clinical leadership "must become more human centric and less administrative." "People who seek a career in healthcare are not looking for their management to facilitate their projects or enter their timecards," Dr. Coyne said. "They are looking to be cared about, to be mentored and to be given an environment in which they can truly flourish, not only as professionals, but as human beings." So, what are leaders running toward if they break down hierarchical structures? Their jobs will be to break down silos, improve collaboration within their organizations, encourage interdisciplinary work among teams, and empower more leaders to make decisions. "Leadership within rigid, compartmentalized structures will become less important [in the next two years]," said Edward Kim, MD, vice physician-in-chief at Duarte, Calf.-based City of Hope and physician-in-chief at City of Hope Orange County. "Moving forward, the focus will shift away from hierarchies and toward collaborative, cross-functional team dynamics, creating a more integrated and effective approach to care and innovation." This could not come any sooner. Paul Coyne, David Dibble, Ed Kim #nursesonlinkedin #nurseleaders #healthcareleaders #nurseeducators #nursing
Health systems abandon rigid hierarchies
beckershospitalreview.com
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Associate Dean, Career & Professional Development, Columbia University School of Public Health ✰Author ✰Career Coach ✰Speaker ✰Public Health Workforce Researcher & Advocate
Check out Valerie Yeager and my new article in Health Affairs!
A new study by Heather Krasna, PhD, MS, EdM (she/her) Krasna, associate dean, Career Services at Columbia Mailman School Columbia University Mailman School of Public Health, and Valerie A. Yeager, professor and interim director of the Center for Health Policy at Indiana University reveals ongoing workforce shortages in U.S. health departments. Insufficient funding, low salaries, and complex hiring processes are major barriers to achieving adequate staffing levels. They suggest modernizing recruitment strategies, offering competitive salaries, and improving permanent funding to address these issues. https://ow.ly/IEbc50S7H07
U.S. Health Departments Experience Workforce Shortages and Struggle to Reach Adequate Staffing Levels in Public Health
publichealth.columbia.edu
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2moShannon Henry, SHRM-SCP