Eighty-three percent of organizations recognize their need to develop leaders, but only 5 percent have implemented a holistic plan to do so. Amazingly, 25 percent of companies have no succession plan in place for more than 90 percent of their critical leaders. And healthcare leadership is no exception. In fact, for healthcare organizations, it’s worse. Staffing shortages and shifting expectations have made the problem all the harder to address. The call-to-action is clear: Develop a pipeline of new healthcare leaders or prepare for a serious dearth of qualified leadership in the healthcare industry. What will the healthcare industry look like if the current leadership fails to heed this call?
Even though there are more than 4 million active nurses in the U.S., healthcare organizations are challenged to fill nurse leadership roles. Nurses need a way to gain the higher levels of education and training required to assume these more demanding leadership positions. Beth Israel Deaconess Medical Center has risen to that challenge. Find out what your organization could do, too.
In 1902, Susan B. Anthony suggested that a “day will come when nurses will be university prepared.” As evidenced by this quote, the debate over the educational preparation of RNs has raged on for over a century. Despite Anthony’s prediction, according to the U.S. Department of Health and Human Services — only about 50 percent of the nation’s 2.8
I believe the only way to address a challenge at work or in life, is to learn everything about the problem, as well as the potential solutions at hand. It takes effort, determination, and commitment to move from a place of stagnation into a position of a continuous learner actively engaged in creating solutions. But while this work shouldn’t be underestimated, often I find that, when it comes down to it, we are only hindered by our own ability to change personal and team habits.
Building a Patient-Centered Workforce™, made of highly-engaged people and teams who endeavor to provide patient-centered care, is crucial to your organization’s success. When patient satisfaction is tied to revenue, your employees’ clinical and behavioral competencies can significantly impact your bottom line.
A structured, proactive approach to leadership development in healthcare is an essential hallmark of many organizations across the care continuum. However, many healthcare organizations don’t have a defined process for identifying potential leaders and preparing them to succeed in their new role.
When you look at the top people in a given industry, you’ll find that many of them once worked for the same leader. Research into the practices of these “superbosses” uncovered similarities in their talent management strategies. Here are four habits of superbosses that healthcare leaders can adopt to improve their own ability to recruit and retain the best of the best.
As the demand for healthcare services continues to increase, so does the demand for healthcare professionals. There’s a lot of competition tapping into the same talent pool, and it’s becoming a lot more difficult to hire qualified talent.
Strong healthcare leadership is critical to providing great quality care to your patients. Leaders set the bar for excellent quality care for the rest of your employees, and coach their teams to raise their standard of care. A great leader will attract, hire, and retain additional high-quality talent who see the leader as someone they’d
The only constant in healthcare is change. To facilitate organizational change — leaders need to take a step back and realize where change really begins: your people. As the CEO of a healthcare talent management solution provider, I regularly discuss organizational development and talent management strategies with healthcare leaders. From these conversations, I’ve gathered the