Leadership

As HR departments seek ways to be more strategic, they’re looking at workforce analytics. A report by Deloitte says less than a quarter of companies felt ready or somewhat ready to use analytics in 2015; in 2016, 32 percent of companies did. By some accounts, healthcare organizations are lagging on this trend, but the advantages they could gain through people analytics are numerous.

Employees are the most important asset and expense to any organization and its long-term success; therefore, workforce planning and analytics should be a core strategic consideration for all businesses and its leaders. Strategic workforce planning and analytics deliver invaluable insights into your workforce that will lead to better decision making and place your organization in a position that will outpace competitors. From developing better hiring and retention strategies to improving patient outcomes, the data obtained is key.

Healthcare human resources leaders continue to face challenges in adapting to today’s changing healthcare demands. For example, with the Affordable Care Act (ACA), hospitals and other health systems are now held at higher standards of accountability in delivering quality patient care.

Leadership development in healthcare should be an intentional effort that provides current and future leaders the opportunity to learn and grow. It should also advance the organization by focusing on growth, performance, and emotional intelligence and help leaders become more empowered, confident and innovative.

Fostering a culture of open and honest communication can enable healthcare organizations to develop teams who are receptive to collaboration, connection and sustainable change. The way you communicate and interact with employees can ultimately pave the road to your organization’s success or failure. Poor communication can lead to distrust, conflict, confusion and high turnover. While good communication can help boost morale, productivity, loyalty and overall employee satisfaction.

Last week, I had the pleasure of visiting Boston, Massachusetts for the first time for the 40th National Association Medical Staff Services (NAMSS) Educational Conference & Exhibition along with hundreds of medical services professionals (MSPs). Besides taking quick excursions to try some of Boston’s signature dishes such as lobster rolls and New England clam chowder, I also attended several educational sessions that made it clear MSPs must prepare for the ongoing changes the healthcare industry is experiencing.

Company culture is the foundation on which an organization is built. Regardless of its size, culture drives motivation and engagement and supports a company’s overall strategy toward success.

Nearly 60 percent of respondents in a recent survey state they will be investing more in their employer brand compared to last year.

Strategic leadership is a key component for successful healthcare organizations in the industry’s current landscape. Unfortunately, healthcare leadership positions have experienced high levels of turnover, making it challenging for healthcare HR to maintain stable leadership. Whether your organization has a succession program in place or you have yet to create one, here are five things to consider when putting together an effective program.

The healthcare industry is “Headed in the Wrong Direction” and it’s struggling due to the changing business environments and demographics. Leader quality and bench strength (the capabilities and readiness of potential successors to move into key professional and leadership positions) have declined or seen no change in the recent years, according to Development Dimensions International’s and The Conference Board’s latest Global Leadership Forecast.