/ en Mon, 28 Apr 2025 03:03:37 -0500 Mon, 02 Dec 24 09:00:00 -0600 /education-events/changing-competitive-environment-executive-talent <div class="raw-html-embed"> #block-mainpagecontent article > div > div > div.col-md-8{ width: 100%; } .panel-body {display: flex;flex-flow: column-reverse;} header.page-header {order: 4;} .event-registration-link {order: 1;margin: auto 15%;} .event-description {order: 2;} </div><div class="row"><div class="col-lg-6 col-md-6 col-sm-6 center_body"><h2><a href="/affinity-forum/enhancing-recruitment-and-retention-of-key-hospital-leaders" title="View the whole series">AHA Affinity Forum</a> Session One</h2><p>Explore how recruitment and executive compensation has changed. Understand the importance of investment in leadership and learn how your organization can remain competitive by integrating compliance and strategy.</p><p>Elisa Arespacochaga, vice president of clinical affairs and workforce, AHA; Robert Meyer, CEO, Phoenix Children鈥檚 Hospital; David A. Hofrichter, Ph.D., partner and senior leader, executive compensation & governance, AON; and Drew Erra, senior vice president, AON, will host a virtual panel discussion with hospital leaders.</p><p>Each session will last 60 minutes to allow time for the panel discussion and interaction with attendees. Submit your questions ahead of time to contribute to the discussion and address issues that are unique to your organization or role.</p> <strong>Thursday, January 9, 2025 at 1 - 2 p.m. Eastern; 12 - 1 p.m. Central; 10 - 11 a.m. Pacific</strong> </p>--></div><div class="col-lg-6 col-md-6 col-sm-6" id="WatchReplay"><div><h2>Watch the Replay</h2><p></p><div><p><a class="btn btn-wide btn-primary" href="https://sponsor.aha.org/system/files/media/file/2025/01/Aon_AHA_Affinity_Forum-Changing-competitive-environment_0.pdf" target="_blank" title="Download the Deck: The Changing Competitive Environment for Executive Talent">Download the Deck</a></p></div></div></div><div class="row"><div class="col-sm-1"> </div><div class="col-sm-10"> /* people */ .people { margin-top: 50px; } .people img:nth-child(1) { border-radius: 200px; -moz-border-radius: 200px; -webkit-border-radius: 200px; margin-bottom: 10px } .people img:nth-child(1):hover { opacity: .7 } @media (max-width:991px) { .people { margin: auto; } .people p { text-align: center } } .ci_profile { margin-bottom: 30px; display: block; text-align:center; } @media (max-width:991px) { .ci_profile { text-align: center } } .ci_profile p { margin: 0 0 7px 0 } .ci_profile_name { font-weight: 700; font-size: 20px; } p.ci_profile_name { font-size: 1.5em; } .ci_profile_title { font-style: italic; line-height: 1.3em } .ci_profile_company { font-size: 1em; } p.ci_profile_award { font-size: .8em; text-align: center; color: #55555599; font-weight: 700 } .ci_profile_social { width: auto; } .ci_profile_social i { padding-right: 25px; font-size: 20px } .ci_profile_social a:last-of-type i { padding-right: 0px; } #ci_footer-social { font-size: 1.5em; padding-top: 0px; width: 100%; text-align: right; } @media (max-width:991px) { .ci_logo { margin-top: 25px } .ci_social p { text-align: center !important; } #ci_footer-social { text-align: center } } @media (min-width:540px) { .rowEqual_768 { display: -webkit-box; display: -webkit-flex; display: -ms-flexbox; display: flex; flex-wrap: wrap; } .rowEqual_768>[class*='col'] { -ms-flex: 1; /* IE 10 */ flex: inherit; width: calc((100%/2) - 2px)/*Adjust % for the number per row, will override the bootstrap - Also needed for Safari*/ ; } } /* // */ <div class=" people people4"><h2 class="text-align-center">Virtual Panel Hosts</h2><div class=" rowEqual_768"><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-11/robert-meyer-phoenix-childrens_300x300.jpg" alt="Robert Meyer" width="300" height="300"><p class="ci_profile_name">Robert Meyer</p><p class="ci_profile_title">CEO</p><p class="ci_profile_company">Phoenix Children鈥檚 Hospital</p><p class="ci_profile_award"> </p><div class="ci_profile_social"> </div></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-10/elisa-arespacochaga_affinity-forum-300x300.jpg" alt="John Riggi" width="300" height="300"><p class="ci_profile_name">Elisa Arespacochaga</p><p class="ci_profile_title">Vice President of Clinical Affairs and Workforce</p><p class="ci_profile_company">黑料正能量 Association</p><p class="ci_profile_award"> </p><div class="ci_profile_social"> </div></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-11/dave-hofricter-aon-affinity_300x300.jpg" alt="David Hofrichter" width="300" height="300"><p class="ci_profile_name">David A. Hofrichter, Ph.D.</p><p class="ci_profile_title">Partner and Senior Leader, Executive Compensation & Governance</p><p class="ci_profile_company">AON</p><p class="ci_profile_award"> </p><div class="ci_profile_social"> </div></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-11/drew-erra-aon-affinity_300x300.jpg" alt="Drew Erra" width="300" height="300"><p class="ci_profile_name">Drew Erra</p><p class="ci_profile_title">Senior Vice President</p><p class="ci_profile_company">AON</p><p class="ci_profile_award"> </p><div class="ci_profile_social"> </div></div> <a href="/center/next-generation-leaders-fellowship/scholarship">Age-Friendly Scholarship Recipient</a> </p> --> <img alt="" src="sssssssssss"> <p class="ci_profile_name"> xxxx </p> <p class="ci_profile_title"> vvvvv </p> <p class="ci_profile_company"> ddddd </p> <p class="ci_profile_award"> hhhhh </p> <p class="ci_profile_award"> <a href="/center/next-generation-leaders-fellowship/scholarship">Age-Friendly Scholarship Recipient</a> </p> <div class="ci_profile_social"> </div> </div> --></div></div></div></div><div class="row" id=""><div class="col-md-10 col-md-offset-1"><div class="col-md-12"><h2>AHA Affinity Forum is brought to our members in collaboration with AON</h2></div><div class="col-md-12"><p>Aon is a leading global professional services firm providing a broad range of risk, retirement and health solutions. Our 50,000 colleagues in 120 countries empower results for clients by using proprietary data and analytics to deliver insights that reduce volatility and improve performance. We provide consulting, global benefits and exchange solutions to help clients mitigate rising health care costs and improve employee health and wellbeing.</p></div> <a href="xxxxxxxxxxxxx"> <img alt="CENTEGIX Logo" src="/sites/default/files/2024-10/CENTEGIX_LOGO_web-Horizontal-Recovered.png"> </a> </div> --></div></div></div> Mon, 02 Dec 2024 09:00:00 -0600 Employee Retention /education-events/effective-methods-competitive-total-rewards-planning <div class="raw-html-embed"> #block-mainpagecontent article > div > div > div.col-md-8{ width: 100%; } .panel-body {display: flex;flex-flow: column-reverse;} header.page-header {order: 4;} .event-registration-link {order: 1;margin: auto 15%;} .event-description {order: 2;} </div><div class="row"><div class="col-lg-6 col-md-6 col-sm-6 center_body"><h2><a href="/affinity-forum/enhancing-recruitment-and-retention-of-key-hospital-leaders" title="View the whole series">AHA Affinity Forum</a> Session Three</h2><p>There is an essential need for properly designed long term incentive plans in health care organizations. Take a strategic approach to your total compensation planning with a realistic view of compliance risk.</p><p>Elisa Arespacochaga, vice president of clinical affairs and workforce, AHA, John Beaman, chief financial officer, Adventist Health, David A. Hofrichter, Ph.D., partner and senior leader, executive compensation & governance and Drew Erra, senior vice president, AON, will host a virtual panel discussion with hospital leaders.</p><p>Each session will last 60 minutes to allow time for the panel discussion and interaction with attendees. Submit your questions ahead of time to contribute to the discussion and address issues that are unique to your organization or role.</p> <strong>Wednesday, March 26, 2025 at 3 - 4 p.m. Eastern; 2 - 3 p.m. Central; 12 - 1 p.m. Pacific</strong> </p> <p> <strong>Wednesday, February 19, 2025 at 1 - 2 p.m. Eastern; 12 - 1 p.m. Central; 10 - 11 a.m. Pacific</strong> </p> --></div><div class="col-lg-6 col-md-6 col-sm-6" id="WatchReplay"><div><h2>Watch the Replay</h2><div class="embed-responsive embed-responsive-16by9"></div><div><p><a class="btn btn-wide btn-primary" href="/system/files/media/file/2025/03/Aon_AHA_Affinity_Forum-Effective-Methods-Competitive-Total-Rewards.pdf" target="_blank" title="Download the Deck: Effective Methods for Competitive Total Rewards Planning">Download the Deck</a></p></div></div></div></div><div class="row"><div class="col-sm-1"> </div><div class="col-sm-10"> /* people */ .people { margin-top: 50px; } .people img:nth-child(1) { border-radius: 200px; -moz-border-radius: 200px; -webkit-border-radius: 200px; margin-bottom: 10px } .people img:nth-child(1):hover { opacity: .7 } @media (max-width:991px) { .people { margin: auto; } .people p { text-align: center } } .ci_profile { margin-bottom: 30px; display: block; text-align:center; } @media (max-width:991px) { .ci_profile { text-align: center } } .ci_profile p { margin: 0 0 7px 0 } .ci_profile_name { font-weight: 700; font-size: 20px; } p.ci_profile_name { font-size: 1.5em; } .ci_profile_title { font-style: italic; line-height: 1.3em } .ci_profile_company { font-size: 1em; } p.ci_profile_award { font-size: .8em; text-align: center; color: #55555599; font-weight: 700 } .ci_profile_social { width: auto; } .ci_profile_social i { padding-right: 25px; font-size: 20px } .ci_profile_social a:last-of-type i { padding-right: 0px; } #ci_footer-social { font-size: 1.5em; padding-top: 0px; width: 100%; text-align: right; } @media (max-width:991px) { .ci_logo { margin-top: 25px } .ci_social p { text-align: center !important; } #ci_footer-social { text-align: center } } @media (min-width:540px) { .rowEqual_768 { display: -webkit-box; display: -webkit-flex; display: -ms-flexbox; display: flex; flex-wrap: wrap; } .rowEqual_768>[class*='col'] { -ms-flex: 1; /* IE 10 */ flex: inherit; width: calc((100%/2) - 2px)/*Adjust % for the number per row, will override the bootstrap - Also needed for Safari*/ ; } } /* // */ <div class=" people people4"><h2 class="text-align-center">Virtual Panel Hosts</h2><div class=" rowEqual_768"><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2025-03/john_beaman_adventist_affinity_300x300.jpg" alt="John Beaman" width="300" height="300"><p class="ci_profile_name">John Beaman</p><p class="ci_profile_title">Chief Financial Officer</p><p class="ci_profile_company">Adventist Health</p><p class="ci_profile_award"> </p><div class="ci_profile_social"> </div></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-10/elisa-arespacochaga_affinity-forum-300x300.jpg" alt="Elisa Arespacochaga" width="300" height="300"><p class="ci_profile_name">Elisa Arespacochaga</p><p class="ci_profile_title">Vice President of Clinical Affairs and Workforce</p><p class="ci_profile_company">黑料正能量 Association</p><p class="ci_profile_award"> </p><div class="ci_profile_social"> </div></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-11/dave-hofricter-aon-affinity_300x300.jpg" alt="David Hofrichter" width="300" height="300"><p class="ci_profile_name">David A. Hofrichter, Ph.D.</p><p class="ci_profile_title">Partner and Senior Leader, Executive Compensation & Governance</p><p class="ci_profile_company">AON</p><p class="ci_profile_award"> </p><div class="ci_profile_social"> </div></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-11/drew-erra-aon-affinity_300x300.jpg" alt="Drew Erra" width="300" height="300"><p class="ci_profile_name">Drew Erra</p><p class="ci_profile_title">Senior Vice President</p><p class="ci_profile_company">AON</p><p class="ci_profile_award"> </p><div class="ci_profile_social"> </div></div> <img alt="" src="sssssssssss"> <p class="ci_profile_name"> xxxx </p> <p class="ci_profile_title"> vvvvv </p> <p class="ci_profile_company"> ddddd </p> <p class="ci_profile_award"> hhhhh </p> <p class="ci_profile_award"> <a href="/center/next-generation-leaders-fellowship/scholarship">Age-Friendly Scholarship Recipient</a> </p> <div class="ci_profile_social"> </div> </div> --> <a href="/center/next-generation-leaders-fellowship/scholarship">Age-Friendly Scholarship Recipient</a> </p> --></div></div></div></div><div class="row" id=""><div class="col-md-10 col-md-offset-1"><div class="col-md-12"><h2>AHA Affinity Forum is brought to our members in collaboration with AON</h2></div><div class="col-md-12"><p>Aon is a leading global professional services firm providing a broad range of risk, retirement and health solutions. Our 50,000 colleagues in 120 countries empower results for clients by using proprietary data and analytics to deliver insights that reduce volatility and improve performance. We provide consulting, global benefits and exchange solutions to help clients mitigate rising health care costs and improve employee health and wellbeing.</p></div> <a href="xxxxxxxxxxxxx"> <img alt="CENTEGIX Logo" src="/sites/default/files/2024-10/CENTEGIX_LOGO_web-Horizontal-Recovered.png"> </a> </div> --></div></div> Fri, 15 Nov 2024 15:00:00 -0600 Employee Retention /education-events/effective-methods-for-building-competitive-compensation <div class="raw-html-embed"> #block-mainpagecontent article > div > div > div.col-md-8{ width: 100%; } .panel-body {display: flex;flex-flow: column-reverse;} header.page-header {order: 4;} .event-registration-link {order: 1;margin: auto 15%;} .event-description {order: 2;} </div><div class="row"><div class="col-lg-6 col-md-6 col-sm-6 center_body"><h2><a href="/affinity-forum/enhancing-recruitment-and-retention-of-key-hospital-leaders" title="View the whole series">AHA Affinity Forum</a> Session Two</h2><p>There is an essential need for properly designed long term incentive plans in health care organizations. Take a strategic approach to your total compensation planning with a realistic view of compliance risk.</p><p>Elisa Arespacochaga, vice president of clinical affairs and workforce, AHA, David A. Hofrichter, Ph.D., partner and senior leader, executive compensation & governance and Drew Erra, senior vice president, AON, will host a virtual panel discussion with hospital leaders.</p><p>Each session will last 60 minutes to allow time for the panel discussion and interaction with attendees. Submit your questions ahead of time to contribute to the discussion and address issues that are unique to your organization or role.</p> <strong>Wednesday, February 19, 2025 at 1 - 2 p.m. Eastern; 12 - 1 p.m. Central; 10 - 11 a.m. Pacific</strong> </p> --></div><div class="col-lg-6 col-md-6 col-sm-6" id="WatchReplay"><div><h2>Watch the Replay</h2><div class="embed-responsive embed-responsive-16by9"></div><div><p><a class="btn btn-wide btn-primary" href="https://sponsor.aha.org/system/files/media/file/2025/02/Aon_AHA_Affinity_Forum-Effective-Methods-Competitive-Compensation.pdf" target="_blank" title="Download the Deck: Effective Methods for Building Competitive Compensation">Download the Deck</a></p></div></div></div></div><div class="row"><div class="col-sm-1"> </div><div class="col-sm-10"> /* people */ .people { margin-top: 50px; } .people img:nth-child(1) { border-radius: 200px; -moz-border-radius: 200px; -webkit-border-radius: 200px; margin-bottom: 10px } .people img:nth-child(1):hover { opacity: .7 } @media (max-width:991px) { .people { margin: auto; } .people p { text-align: center } } .ci_profile { margin-bottom: 30px; display: block; text-align:center; } @media (max-width:991px) { .ci_profile { text-align: center } } .ci_profile p { margin: 0 0 7px 0 } .ci_profile_name { font-weight: 700; font-size: 20px; } p.ci_profile_name { font-size: 1.5em; } .ci_profile_title { font-style: italic; line-height: 1.3em } .ci_profile_company { font-size: 1em; } p.ci_profile_award { font-size: .8em; text-align: center; color: #55555599; font-weight: 700 } .ci_profile_social { width: auto; } .ci_profile_social i { padding-right: 25px; font-size: 20px } .ci_profile_social a:last-of-type i { padding-right: 0px; } #ci_footer-social { font-size: 1.5em; padding-top: 0px; width: 100%; text-align: right; } @media (max-width:991px) { .ci_logo { margin-top: 25px } .ci_social p { text-align: center !important; } #ci_footer-social { text-align: center } } @media (min-width:540px) { .rowEqual_768 { display: -webkit-box; display: -webkit-flex; display: -ms-flexbox; display: flex; flex-wrap: wrap; } .rowEqual_768>[class*='col'] { -ms-flex: 1; /* IE 10 */ flex: inherit; width: calc((100%/2) - 2px)/*Adjust % for the number per row, will override the bootstrap - Also needed for Safari*/ ; } } /* // */ <div class=" people people4"><h2 class="text-align-center">Virtual Panel Hosts</h2><div class=" rowEqual_768"><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-11/robert-meyer-phoenix-childrens_300x300.jpg" alt="Robert Meyer" width="300" height="300"><p class="ci_profile_name">Robert Meyer</p><p class="ci_profile_title">CEO</p><p class="ci_profile_company">Phoenix Children鈥檚 Hospital</p><p class="ci_profile_award"> </p><div class="ci_profile_social"> </div></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-10/elisa-arespacochaga_affinity-forum-300x300.jpg" alt="Elisa Arespacochaga" width="300" height="300"><p class="ci_profile_name">Elisa Arespacochaga</p><p class="ci_profile_title">Vice President of Clinical Affairs and Workforce</p><p class="ci_profile_company">黑料正能量 Association</p><p class="ci_profile_award"> </p><div class="ci_profile_social"> </div></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-11/dave-hofricter-aon-affinity_300x300.jpg" alt="David Hofrichter" width="300" height="300"><p class="ci_profile_name">David A. Hofrichter, Ph.D.</p><p class="ci_profile_title">Partner and Senior Leader, Executive Compensation & Governance</p><p class="ci_profile_company">AON</p><p class="ci_profile_award"> </p><div class="ci_profile_social"> </div></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-11/drew-erra-aon-affinity_300x300.jpg" alt="Drew Erra" width="300" height="300"><p class="ci_profile_name">Drew Erra</p><p class="ci_profile_title">Senior Vice President</p><p class="ci_profile_company">AON</p><p class="ci_profile_award"> </p><div class="ci_profile_social"> </div></div> <a href="/center/next-generation-leaders-fellowship/scholarship">Age-Friendly Scholarship Recipient</a> </p> --> <img alt="" src="sssssssssss"> <p class="ci_profile_name"> xxxx </p> <p class="ci_profile_title"> vvvvv </p> <p class="ci_profile_company"> ddddd </p> <p class="ci_profile_award"> hhhhh </p> <p class="ci_profile_award"> <a href="/center/next-generation-leaders-fellowship/scholarship">Age-Friendly Scholarship Recipient</a> </p> <div class="ci_profile_social"> </div> </div> --></div></div></div></div><div class="row" id=""><div class="col-md-10 col-md-offset-1"><div class="col-md-12"><h2>AHA Affinity Forum is brought to our members in collaboration with AON</h2></div><div class="col-md-12"><p>Aon is a leading global professional services firm providing a broad range of risk, retirement and health solutions. Our 50,000 colleagues in 120 countries empower results for clients by using proprietary data and analytics to deliver insights that reduce volatility and improve performance. We provide consulting, global benefits and exchange solutions to help clients mitigate rising health care costs and improve employee health and wellbeing.</p></div> <a href="xxxxxxxxxxxxx"> <img alt="CENTEGIX Logo" src="/sites/default/files/2024-10/CENTEGIX_LOGO_web-Horizontal-Recovered.png"> </a> </div> --></div></div> Fri, 15 Nov 2024 15:00:00 -0600 Employee Retention /affinity-forum/enhancing-recruitment-and-retention-of-key-hospital-leaders <div class="raw-html-embed"> </div><div> /* Banner_Title_Overlay_Bar */ .Banner_Title_Overlay_Bar { position: relative; display: block; overflow: hidden; max-width: 1170px; margin: 0px auto 25px auto; } .Banner_Title_Overlay_Bar h1 { position: absolute; bottom: 40px; color: #003087; background-color: rgba(255, 255, 255, .8); width: 100%; padding: 20px 40px; font-size: 3em; box-shadow: 0 3px 8px -5px rgba(0, 0, 0, .6); } @media (max-width:991px) { .Banner_Title_Overlay_Bar h1 { bottom: 0px; margin: 0px; font-size: 2.5em; } } @media (max-width:767px) { .Banner_Title_Overlay_Bar h1 { font-size: 2em; 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Elisa Arespacochaga, AHA vice president of clinical affairs and workforce, will host industry experts and hospital leaders as they provide insights and strategies on total rewards planning.</p><p>Each session will last 60 minutes to allow time for the panel discussion and interaction with attendees. 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margin-top: 15px; margin-bottom: 5px; text-align: center } .views-field-field-media-sponsored-by-logo img { width: 100%; max-width: 175px; margin: auto; display: block } <div class="views-element-container"><section class="resource-block"><div class="resource-wrapper"><div class="resource-view"><div class="article views-row"> <div class="field-content"> <article> <div class="field_media_image"> <img alt="xxxxxx" height="400" src="xxxxx" width="1200"> </div> </article> </div> </div> --><div class="views-field views-field-field-start-date-time"><div class="field-content">Jan</div></div><div class="views-field views-field-field-start-date-time-1"><div class="field-content">9</div></div><div class="views-field views-field-title"><h3><a href="/education-events/changing-competitive-environment-executive-talent" title="The Changing Competitive Environment for Executive Talent" hreflang="en"><span class="field-content">The Changing Competitive Environment for Executive Talent</span></a></h3></div><div class="views-field views-field-field-start-date-time-2"><div class="field-content"><p><span>Event:</span> Replay/Deck</p></div></div> <div class="field-content"> Interactive Virtual Panel xxxxxxx </div> </div> --><div><p>Explore how recruitment and executive compensation has changed. learn how your organization can remain competitive by balancing compliance and strategy.</p></div><div class="event-registration-link"><a class="btn btn-wide btn-primary" href="/education-events/changing-competitive-environment-executive-talent#WatchReplay" title="See the replay of The Changing Competitive Environment for Executive Talent from Jan 9, 2025"><span class="field-content">Watch Replay</span></a></div></div><div class="article views-row"> <div class="field-content"> <article> <div class="field_media_image"> <img alt="xxxxxx" height="400" src="xxxxx" width="1200"> </div> </article> </div> </div> --><div class="views-field views-field-field-start-date-time"><div class="field-content">Feb</div></div><div class="views-field views-field-field-start-date-time-1"><div class="field-content">18</div></div><div class="views-field views-field-title"><h3><a href="/education-events/effective-methods-for-building-competitive-compensation" title="Effective Methods for Building Competitive Compensation" hreflang="en"><span class="field-content">Effective Methods for Building Competitive Compensation</span></a></h3></div><div class="views-field views-field-field-start-date-time-2"><div class="field-content"><p><span>Event:</span> Replay/Deck</p></div></div> <div class="field-content"> Interactive Virtual Panel xxxxxxx </div> </div> --><div><p>There is an essential need for properly designed long-term incentive plans in health care organizations. Take a strategic approach to your total compensation planning to ensure a comprehensive view of compliance.</p></div><div class="event-registration-link"><a class="btn btn-wide btn-primary" href="/education-events/effective-methods-for-building-competitive-compensation#WatchReplay" title="Watch Replay for Effective Methods for Building Competitive Compensation">Watch Replay</a></div></div><div class="article views-row"> <div class="field-content"> <article> <div class="field_media_image"> <img alt="xxxxxx" height="400" src="xxxxx" width="1200"> </div> </article> </div> </div> --><div class="views-field views-field-field-start-date-time"><div class="field-content">Mar</div></div><div class="views-field views-field-field-start-date-time-1"><div class="field-content">26</div></div><div class="views-field views-field-title"><h3><a href="/education-events/effective-methods-competitive-total-rewards-planning" title="Effective Methods For Building Competitive Total Rewards Planning" hreflang="en"><span class="field-content">Effective Methods For Competitive Total Rewards Planning</span></a></h3></div><div class="views-field views-field-field-start-date-time-2"><div class="field-content"><p><span>Event:</span> Replay/Deck</p></div></div> <div class="field-content"> Interactive Virtual Panel xxxxxxx </div> </div> --><div><p>It鈥檚 never been more important to attract and retain key talent. Explore the critical importance of designing a strategic and competitive rewards & compensation program.</p></div><div class="event-registration-link"><a class="btn btn-wide btn-primary" href="/education-events/effective-methods-competitive-total-rewards-planning" title="Register for Effective Methods For Building Competitive Total Rewards Planning"><span class="field-content">Watch Replay </span></a></div></div></div></div></section></div></div></div><div class="col-sm-1"> </div></div><div class="row"><div class="col-sm-1"> </div><div class="col-sm-10"> /* people */ .people { margin-top: 50px; } .people img:nth-child(1) { border-radius: 200px; -moz-border-radius: 200px; -webkit-border-radius: 200px; margin-bottom: 10px } .people img:nth-child(1):hover { opacity: .7 } @media (max-width:991px) { .people { margin: auto; } .people p { text-align: center } } .ci_profile { margin-bottom: 30px; display: block; } @media (max-width:991px) { .ci_profile { text-align: center } } .ci_profile p { margin: 0 0 7px 0 } .ci_profile_name { font-weight: 700; font-size: 20px; } p.ci_profile_name { font-size: 1.5em; } .ci_profile_title { font-style: italic; line-height: 1.3em } .ci_profile_company { font-size: 1em; } p.ci_profile_award { font-size: .8em; text-align: center; color: #55555599; font-weight: 700 } .ci_profile_social { width: auto; } .ci_profile_social i { padding-right: 25px; font-size: 20px } .ci_profile_social a:last-of-type i { padding-right: 0px; } #ci_footer-social { font-size: 1.5em; padding-top: 0px; width: 100%; text-align: right; } @media (max-width:991px) { .ci_logo { margin-top: 25px } .ci_social p { text-align: center !important; } #ci_footer-social { text-align: center } } @media (min-width:540px) { .rowEqual_768 { display: -webkit-box; display: -webkit-flex; display: -ms-flexbox; display: flex; flex-wrap: wrap; } .rowEqual_768>[class*='col'] { -ms-flex: 1; /* IE 10 */ flex: inherit; width: calc((100%/3) - 2px)/*Adjust % for the number per row, will override the bootstrap - Also needed for Safari*/ ; } } /* // */ <div class="row people people4"><h2 class="text-align-center">Virtual Panel Hosts</h2><div class="row rowEqual_768"><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-10/elisa-arespacochaga_affinity-forum-300x300.jpg" alt="John Riggi" width="300" height="300"><p class="ci_profile_name">Elisa Arespacochaga</p><p class="ci_profile_title">Vice President of Clinical Affairs and Workforce</p><p class="ci_profile_company">黑料正能量 Association</p><p class="ci_profile_award"> </p><div class="ci_profile_social"> </div></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-11/dave-hofricter-aon-affinity_300x300.jpg" alt="David Hofrichter" width="300" height="300"><p class="ci_profile_name">David A. Hofrichter, Ph.D.</p><p class="ci_profile_title">Partner and Senior Leader, Executive Compensation & Governance</p><p class="ci_profile_company">AON</p><p class="ci_profile_award"> </p><div class="ci_profile_social"> </div></div><div class="col-md-4 col-sm-6 ci_profile"><img src="/sites/default/files/2024-11/drew-erra-aon-affinity_300x300.jpg" alt="Drew Erra" width="300" height="300"><p class="ci_profile_name">Drew Erra</p><p class="ci_profile_title">Senior Vice President</p><p class="ci_profile_company">AON</p><p class="ci_profile_award"> </p><div class="ci_profile_social"> </div></div> <a href="/center/next-generation-leaders-fellowship/scholarship">Age-Friendly Scholarship Recipient</a> </p> --> <img alt="" src="sssssssssss"> <p class="ci_profile_name"> xxxx </p> <p class="ci_profile_title"> vvvvv </p> <p class="ci_profile_company"> ddddd </p> <p class="ci_profile_award"> hhhhh </p> <p class="ci_profile_award"> <a href="/center/next-generation-leaders-fellowship/scholarship">Age-Friendly Scholarship Recipient</a> </p> <div class="ci_profile_social"> </div> </div> --></div></div></div></div><div class="row" id=""><div class="col-md-10 col-md-offset-1"><div class="col-md-12"><h2>AHA Affinity Forum is brought to our members in collaboration with AON</h2></div><div class="col-md-8"><p>Aon is a leading global professional services firm providing a broad range of risk, retirement and health solutions. Our 50,000 colleagues in 120 countries empower results for clients by using proprietary data and analytics to deliver insights that reduce volatility and improve performance. We provide consulting, global benefits and exchange solutions to help clients mitigate rising health care costs and improve employee health and wellbeing.</p></div><div class="col-md-4"><a href="xxxxxx" title="Visit AON" target="_blank"><img src="/sites/default/files/2024-06/Logo_AON_834x313.jpg" alt="AON Logo" width="100%" height="100%"></a></div></div></div> Fri, 15 Nov 2024 15:00:00 -0600 Employee Retention /aha-center-health-innovation-market-scan/2024-09-24-how-strengthen-your-nurse-retention-strategy <div class="container"><div class="row"><div class="col-md-8"><p><a href="/system/files/media/file/2024/09/Trailblazers_Relias.pdf" target="_blank" title="AHA Market Scan Trailblazers: How to Strengthen Your Nurse Retention Strategy: Focus on continuous monitoring and improvement to retain clinicians"><img src="/sites/default/files/inline-images/How-to-Strengthen-Your-Nurse-Retention-Strategy.png" data-entity-uuid="dbc8931d-38ae-41b4-9113-8d5033812079" data-entity-type="file" alt="How to Strengthen Your Nurse Retention Strategy. A nurse in a clinical setting with the cover of the How to Strengthen Your Nurse Retention Strategy report." width="100%" height="100%"></a></p><p>Nursing workforce issues are at an inflection point. The supply and demand of nurses shifted rapidly during the COVID-19 emergency, and the need for the existing number of nurses to care for high-acuity patients overwhelmed the health care system.</p><p>Even as the pandemic began to abate, the delta between nurses returning to the bedside versus those remaining home or opting to work in an alternate profession reduced the number of nurses available to work in hospitals and health systems. In fact, staff retention and recruitment were cited as the No. 1 challenge by respondents to an <a href="https://www.aonl.org/system/files/media/file/2024/01/AONL-Longitudinal-Nursing-Leadership-Insight-Study-5-Report_v5_0.pdf" target="_blank" title="AONL: AONL Longitudinal Nursing Leadership Insight Study: Nurse Leaders鈥� Top Challenges and Areas for Needed Support, July 2020 to November 2023">American Organization for Nursing Leadership longitudinal study</a>.</p><p>These trends and other data point to the need for health care leaders to develop effective nurse retention strategies, even as some data show that more nurses are returning to the field.</p><h2>What Nurses Want</h2><p>A new AHA Market Scan Trailblazers report, <a href="/system/files/media/file/2024/09/Trailblazers_Relias.pdf" target="_blank" title="AHA Market Scan Trailblazers: How to Strengthen Your Nurse Retention Strategy: Focus on continuous monitoring and improvement to retain clinicians">鈥淗ow to Strengthen Your Nurse Retention Strategy,鈥�</a> identifies common reasons why nurses leave their positions and how to build a robust nurse retention strategy.</p><p>To improve nurse retention, sources in the report note that organizations must provide:</p><ul><li>More resources to support new-to-practice nurses.</li><li>More resources and education to help nurses practice at the top of their licenses.</li><li>More clinical decision-making authority.</li><li>More career-advancement opportunities.</li></ul><h2>Continuous Learning Fuels Improvement</h2><p>Forward-thinking organizations are building more resilient, effective and robust nurse retention strategies in the wake of their COVID-19 experiences. They are also adopting a continuous improvement approach to make retention efforts more nimble and more responsive to the changing needs of their nursing workforce.</p><p>The reasons why nurses leave their employers and the order of those reasons change. Also, the reasons and their rank order may be specific and unique to a given hospital or health system. Nurse retention strategies should address those issues so that employers can respond quickly and appropriately.</p><p>This requires organizations to adopt an omnichannel approach that continuously takes the pulse of all nurses on staff. The approach can include surveys, standing committees, regular meetings, employee evaluations, exit interviews, social media, job boards, online communities, feedback loops, conversations with informal leaders and other clinicians and organizational self-assessments.</p><h2>Two Health Systems Blaze a Continuous Learning Trail</h2><p>Peoria, Illinois-based OSF Healthcare always has tried to communicate effectively with the nursing profession. The 16-hospital integrated delivery network enjoys a unique vantage point in this regard. It operates two nursing colleges in the state. Yet, OSF is not immune to the same challenges of nurse turnover and vacancy rates affecting other provider organizations.</p><p>One differentiator for OSF, however, is its approach to continuous learning. It has developed a corporate university to oversee staff education and training. A team of 12 system educators run the enterprisewide program, which OSF launched last year with its nurse retention partner Relias.</p><p>The corporate university opened learning paths, or 鈥減aths to competency,鈥� for thousands of the system鈥檚 employees, including nurses. Prior to the corporate university, OSF offered education and training but in a less structured and less self-directed format.</p><p>OSF鈥檚 educational objectives for the university range from supporting practice changes to optimizing policies and procedures. Programs include nursing and technical orientation, critical care courses, workplace violence and global training programs. The initiative has led to a threefold increase in courses completed 鈥� from 7,977 in 2021 to 28,452 in 2023.</p><p>The corporate university structure has been particularly helpful to new nurses. The nurse orientation and onboarding learning modules dramatically reduce time to practice for new hires. That, in turn, fills open positions more quickly on hospital floors and units, much to the appreciation of nurses working on those floors and units. Nurses also benefit from training modules that enable them to fulfill licensing and continuing education requirements easily and more efficiently.</p><h2>Getting Nurses on the Same Page</h2><p>PAM Health, a system in Enola, Pennsylvania, has taken a slightly different path to its continuous learning initiatives for nurses and other clinicians. It operates long-term acute care hospitals, inpatient rehabilitation hospitals, outpatient rehab clinics, inpatient behavioral health hospitals, home health and hospice services at more than 60 sites in 17 states.</p><p>PAM Health鈥檚 diversity of services, disparate locations and explosive growth over the past three years have created a unique challenge 鈥� getting all its nurses on the same page in terms of policies, procedures, staff education and training, skill sets, competency levels and corporate culture.</p><p>That objective extends to new nurse hires, current nurse employees and nurses from newly acquired PAM Health care sites. In less than three years, PAM Health has grown from 41 care sites to 63, and recently announced plans to build four freestanding physical medicine and rehabilitation hospitals in four different states.</p><p>PAM Health鈥檚 rapid expansion has brought thousands of additional patients and employees into the system. With its rapid growth, the organization needed automated, user-friendly human resources and training processes.</p><p>It partnered with Relias to build an automated platform with a specific learner portal for clinicians, including nurses. Through the portal, nurses easily can access online onboarding, orientation, and training and education modules.</p><p>Nurses also can search the platform for their specific state licensing or continuing education requirements and find training and education modules tailored to meet those requirements. In addition, nurses can complete those modules at their own pace, work toward meeting their certifications and document that they鈥檝e completed their course work.</p><p>PAM Health also offers annual training plans for all employees through the platform. The system divides each annual training plan into four quarters with each quarter devoted to a specific theme. Examples of quarterly themes include regulatory compliance, internal compliance, job-specific training and new training needs that arise during the year.</p><p>To date, nearly 11,000 PAM Health employees, including nurses, have used the platform with an average of 31 completed training modules per user.</p><p><strong>Download the full </strong><a href="/system/files/media/file/2024/09/Trailblazers_Relias.pdf" target="_blank" title="AHA Market Scan Trailblazers: How to Strengthen Your Nurse Retention Strategy: Focus on continuous monitoring and improvement to retain clinicians"><strong>Trailblazers report</strong></a><strong> now!</strong></p></div><div class="col-md-4"><p><a href="/center" title="Visit the AHA Center for Health Innovation landing page."><img src="/sites/default/files/inline-images/logo-aha-innovation-center-color-sm.jpg" data-entity-uuid="7ade6b12-de98-4d0b-965f-a7c99d9463c5" alt="AHA Center for Health Innovation logo" width="721" height="130" data-entity- type="file" class="align-center"></a></p><p><a href="/center/form/innovation-subscription"><img src="/sites/default/files/2019-04/Market_Scan_Call_Out_360x300.png" data-entity-uuid data-entity-type alt width="360" height="300"></a></p></div></div></div>.field_featured_image { position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } .featured-image{ position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } h2 { color: #9d2235; } Tue, 24 Sep 2024 06:15:00 -0500 Employee Retention /advancing-health-podcast/2024-09-11-retention-key-satisfaction-and-productivity-integrated-clinicians-maine-behavioral <p>Health care leaders are learning that removing silos between physical and mental health care not only benefits patients, but also helps with the recruitment and retention of desperately needed behavioral health specialists. In this conversation, Stacey Ouellette, director of Behavioral Health Integration with Maine Behavioral Healthcare, discusses the positive impact integrated care has had on workplace productivity and satisfaction, and how it's made their teams more connected across the organization.</p><hr><div></div><div class="raw-html-embed"> <details class="transcript"> <summary> <h2 title="Click here to open/close the transcript."> <span>View Transcript</span><br>   </h2> </summary> <p>00:00:00:18 - 00:00:29:05<br> Tom Haederle<br> Behavioral health specialists are in short supply pretty much everywhere. But health care leaders are finding out that knocking down the traditional walls between physical and mental health care not only benefits patients, but also helps with the recruitment and retention of the behavioral health specialists that so many providers and patients need more of.</p> <p>00:00:29:07 - 00:01:00:28<br> Tom Haederle<br> Welcome to Advancing Health, a podcast from the 黑料正能量 Association. I'm Tom Haederle with AHA communications. These days, integrating physical and behavioral health care is increasingly a seamless part of the overall care experience, what health professionals call a "warm handoff" between physical and behavioral health providers for those patients who need both. This integration is good for patients and is also a significant factor in keeping many health care workers, both in physical and behavioral health, engaged and much happier in their jobs.</p> <p>00:01:01:00 - 00:01:20:23<br> Tom Haederle<br> In today's podcast hosted by the AHA's Rebecca Chickey, senior director of Behavioral Health Services, we hear from Stacey Ouellette, director of Behavioral Health Integration with Maine Behavioral Health Care, on her organization's experience with the positive impact integrated care has had on workplace productivity and satisfaction.</p> <p>00:01:20:25 - 00:01:49:13<br> Rebecca Chickey<br> Thank you Tom. Indeed, it is an honor to be here with Stacey today from Maine Health and Maine Behavioral Health. We are going to discuss the value of integration. I know you've heard this from me before, but she's here with us today specifically to talk about how integrated physical and behavioral health care can improve workforce productivity and perhaps even more important, worker satisfaction.</p> <p>00:01:49:15 - 00:02:20:12<br> Rebecca Chickey<br> We all know that hospitals and health systems have been struggling to recruit and retain qualified workers across a variety of clinical areas, but in behavioral health, that was a challenge even prior to the COVID pandemic. So, Stacey, can you share with the listeners what are some of the specifics that you've experienced around the challenges of recruiting and retaining health care workers in behavioral health?</p> <p>00:02:20:14 - 00:02:46:29<br> Stacey Ouellette<br> Yeah, absolutely so it's always been a little bit of a challenge. The work pool is not that deep really. But definitely with the pandemic it worsened. It wasn't uncommon for us as a program in Maine Behavioral Health Care to have a few positions vacant at a time. But when the pandemic hit, it jumped up quickly to around 20, we're a program of about 100,</p> <p>00:02:46:29 - 00:03:16:23<br> Stacey Ouellette<br> so put that into context there. But it was a shock really, having that many positions to recruit for. And the challenge was there just weren't many applicants out there. And the ones that were out there, you know, that we interviewed, were really looking for that work-life balance. So as a program, we needed to at the time consider how we were, you know, bringing people in and providing them with this sort of work-life balance so that we could keep them right?</p> <p>00:03:16:24 - 00:03:45:29<br> Stacey Ouellette<br> Retention is key. Some of those vacancies were due to growth, not because everybody was leaving. So the demand grew at the same time. And so we needed to, continuously work on recruitment so that we could have the adequate staffing to support the needs and the practices. In terms of the retention piece, really trying to lean in to integrated care can offer people in the role.</p> <p>00:03:46:01 - 00:04:11:12<br> Stacey Ouellette<br> I'll often hear, you know, having access to the primary care provider, it just makes the job better. It makes it easier because you can really coordinate that care. And it's the care team working together for the sake of the patient. Having the role integrated into their primary care and or specialty care practices that we're in can definitely make a difference in terms of that satisfaction with the work.</p> <p>00:04:11:14 - 00:04:39:12<br> Rebecca Chickey<br> So if I may, integration in primary care is something that I think has really caught on across the United States. While it is not in every community or every county, it is something that we're seeing grow each and every day, thankfully, because as we know, particularly early on in an individual struggling with a psychiatric or substance use disorder, often they're seeking care from their primary care physician first.</p> <p>00:04:39:14 - 00:05:03:02<br> Rebecca Chickey<br> So it's very important that that primary care office have access to behavioral health clinicians so that they, too, can be more excited about their job each and every day, as well as feel more comfortable in providing the holistic care that the patient needs. But I'm wondering, you mentioned specialty care. I hear a little bit about this across the country.</p> <p>00:05:03:04 - 00:05:15:08<br> Rebecca Chickey<br> Would you mind sharing what specialties you have gone into? Sometimes people consider pediatrics as a specialty, while others define it as primary care. So what does that mean for Maine Health?</p> <p>00:05:15:10 - 00:05:45:04<br> Stacey Ouellette<br> For us currently, yes, we are in all of the pediatric practices. We are also in practices such as neurology, cardiology, weight management programs, aka bariatrics, pain management programs. So a lot of the diabetes and endocrinology, a lot of the specialties, where patients get their care outside of the primary care home, we're starting to integrate into as well.</p> <p>00:05:45:05 - 00:06:19:28<br> Stacey Ouellette<br> Women's health is another one that we're in. And so it's just it's the same, just that we're integrated into these specialties, providing that support there. Similar to that of primary care you mentioned, you know, you alluded to the patients and trusting their provider. Right? So when the provider identifies or the patient identifies a concern or a need and they're able to do a handoff, a warm handoff with the behavioral health clinician right there on site, it just gains access to care, right?</p> <p>00:06:19:28 - 00:06:35:29<br> Stacey Ouellette<br> And that trust is there because the provider recommended it and usually patients trust their providers. So by us entering some of these specialty practices we're also to be able to support the patients there at those sites as well.</p> <p>00:06:36:01 - 00:06:56:28<br> Rebecca Chickey<br> I'm going to add a little bit of a personal story here because, phrase that you said a "warm handoff" has a really strong meaning for me. My older son, who is now doing incredibly well and in fact is going diving in Bali in October - not that I'm nervous about that at all - but, nonetheless, he's doing much better.</p> <p>00:06:56:28 - 00:07:20:06<br> Rebecca Chickey<br> But he suffered a major depressive episode while he was in undergraduate school. And, you know, he was screened and diagnosed with depression. The handoff was to send a 19 year-old male in college an email with the contact information for two therapists that they wished him the best of luck to see if he could get an appointment.</p> <p>00:07:20:08 - 00:07:59:02<br> Rebecca Chickey<br> That is the opposite of a warm hand off just for those of you wondering. I have a great depth and appreciation for the true value and importance of a warm handoff. Meeting the next person, knowing that you are, not just being put on hold per se. So what I'm hearing, if I can summarize to date: there are a number of important success factors related to integrating physical and behavioral health as it relates to recruiting and retaining qualified health care workers, particularly in the behavioral health field, but also in other specialty areas.</p> <p>00:07:59:04 - 00:08:26:20<br> Rebecca Chickey<br> I think you alluded to this, that, primary care physicians or the clinicians in many of the specialties that you mentioned: cardiology, neurology, women's health. I don't want to assume so I'm going to ask you to validate this: Have you also heard from those clinicians who are not trained in behavioral health that is something that they value that has added value and, improve their satisfaction, in their day-to-day work.</p> <p>00:08:26:22 - 00:08:50:10<br> Stacey Ouellette<br> We as a program, do a provider satisfaction survey every year to 18 months to get some feedback on how things are going. And that is one of the questions that we ask overall, you know, their satisfaction as well as does having an integrated clinician in their practice help make their job easier? And unanimously, all pretty much agree with that,</p> <p>00:08:50:10 - 00:09:02:28<br> Stacey Ouellette<br> strongly agree with that concept that having an integrated clinician in the setting helps make their jobs easier, but also just it helps support them, right? And managing the complexities of the patients.</p> <p>00:09:03:00 - 00:09:43:01<br> Rebecca Chickey<br> For the listeners, I'm going to read a statistic, related to the real challenges and struggles for all health care workers in terms of recruitment and retention. Since 2020, one in five health care workers have quit their jobs. And surveys suggest that up to 47% of health care workers not just behavioral health, but health care workers in general, because this integrated care impacts not just behavioral health care workers, but even more so the other clinicians who often struggle because they may not have recent training in how to diagnose or screen for anxiety disorder or bipolar disorder.</p> <p>00:09:43:04 - 00:10:23:18<br> Rebecca Chickey<br> But 47% of health care workers plan to leave their positions by 2025. And we all know that the recruitment costs, the turnover costs, are significant and often that leads to other sort of hidden cost. And that is the domino effect, when one person leaves an organization, then several others may follow. So just emphasizing not only is this important for each individual who's happier, more satisfied in the work that they do every day, but this can have a positive impact on the bottom line of hospitals and health systems across the country.</p> <p>00:10:23:21 - 00:10:45:21<br> Rebecca Chickey<br> I'm going to put you on the spot here a little bit, Stacey, and ask you to personalize this. I mean, we've seen a lot of studies, for instance, the University of Michigan's Behavioral Health Workforce Research Center, you know, they've come out and they've said, when we've done this research, it's, you know, increased employee productivity. It's stabilized primary care physicians workloads.</p> <p>00:10:45:28 - 00:11:16:03<br> Rebecca Chickey<br> It better allows them to refer patients more effectively and in a timely fashion. But sometimes research seems so impersonal when the listeners are sitting here thinking, could I really do this at my organization? Can you share just a story or two about how you have seen this play out? I know you've talked generally, but how if you, you know, maybe a personal story of how this has impacted, or maybe quotes that you've heard from clinicians at Maine Health.</p> <p>00:11:16:06 - 00:11:40:27<br> Stacey Ouellette<br> One quote that always will stay with me is from that provider satisfaction survey, where one provider, said, this is better than Christmas morning, having behavioral health in our practice because they have access to that support. You know, we've worked to make ourselves available and accessible to support the primary care or specialty care teams and managing the complexity of the patients.</p> <p>00:11:41:00 - 00:12:04:23<br> Stacey Ouellette<br> They're in the moment. And so when we're able to respond, when a patient presents with a concern...we hear time and time again, that just helps them to feel confident, right? The medical providers to feel confident like they know how to respond. Their response might be let's get the behavioral health clinician and get them connected to you so that they can they can help us out.</p> <p>00:12:04:25 - 00:12:26:02<br> Stacey Ouellette<br> I have personally been working, when I worked in one practice was pulled in this will stick with me for probably a very long time, but I was pulled in for a warm handoff. Patient was suicidal, and together the medical provider and I had a conversation with the patient. I did some assessing. We made a safety plan. Patient.</p> <p>0:12:26:09 - 00:12:54:05<br> Stacey Ouellette<br> I provided some education, some validation as to why this person was feeling this way and together as a team, patient included in that team, we all felt good about next steps, and patient left with a plan and came back and continued some treatment. And I think like those examples just demonstrate how having integrated behavioral health in the practices can help improve productivity of the whole care team, right?</p> <p>00:12:54:10 - 00:13:24:03<br> Stacey Ouellette<br> Can help improve confidence and competence in the work that we do. And to the patient, it hopefully helps with patient satisfaction, right? Like it improves their confidence. Like this team's got me, right? They they're all wrapped around. They're working together. They all are on the same page. So those types of examples just demonstrate how integrating behavioral health can have an impact on multiple individuals and outcomes.</p> <p>0:13:24:05 - 00:13:48:25<br> Rebecca Chickey<br> That's phenomenal. Thank you. And thank you for making it personal to you as well. Truly meaningful. Well, as we begin to look towards the end of our podcast here, I'm going to ask two questions. One is thinking back over the last several years as you built out this integrated care system, what are a couple of the things that you think made this successful?</p> <p>:13:48:28 - 00:14:05:10<br> Rebecca Chickey<br> Where do I start? You know, what do I what are the two anchors that I need to have in place in order to replicate what Maine Health has done? What would you say, to the listeners? And the other one is, do you have a call to action for the listeners?</p> <p>00:14:05:12 - 00:14:38:17<br> Stacey Ouellette<br> Use a team, right? So identifying perhaps a provider champion to help support the initiation of this, have leadership on board, which requires perhaps educating, informing of how integrated behavioral health care can be useful for the organization. Give them resources and studies that have demonstrated utility of the role within the primary care settings. It is a whole team approach. It is the medical champion.</p> <p>00:14:38:17 - 00:15:10:01<br> Stacey Ouellette<br> It's behavioral health. It's your billing and finance folks at the table and being flexible, really being willing to try things and adjust. Doing perhaps like a PDSA cycle, so that you can learn and grow and adjust. I would say use resources out there. There's a lot of great people doing this work across the country. The Collaborative Family Health Care Association, CFHA is one group that I, belong to, and they have helped me tremendously</p> <p>00:15:10:01 - 00:15:29:15<br> Stacey Ouellette<br> just as a collective group. They help with questions, they help provide guidance. There's a lot of people out there doing this, so you're not alone. Use your resources. Connect to people, ask questions. People doing this usually really love to share and help others because we believe in it.</p> <p>00:15:29:17 - 00:16:09:01<br> Rebecca Chickey<br> I will add on, you added, you may have to educate, and one of the reasons we're doing this podcast is to continue to draw attention to an issue brief that we released, the AHA released last fall. Basically, the short version of the title is "Integration - The Time is Now." It's only four pages. It has almost 30 references of evidence-based research, showing the multiple ways in which integrating physical and behavioral health can provide value in a multitude of ways, just as you have shared many of them with us here today.</p> <p>00:16:09:01 - 00:16:30:03<br> Rebecca Chickey<br> So I would point to that as an educational resource and an easy read. Four pages. Most of us can do that, and, you know, skim that in a minute. So thank you so much, Stacey, for, again, as I started for your willingness to share your time and expertise, you are doing champions work. We greatly appreciate it.</p> <p>00:16:30:05 - 00:16:36:17<br> Rebecca Chickey<br> I know our listeners do too. You've just inspired someone to start on this journey. So thank you.</p> <p>00:16:36:19 - 00:16:38:05<br> Stacey Ouellette<br> Thank you.</p> <p>00:16:38:07 - 00:16:46:16<br> Tom Haederle<br> Thanks for listening to Advancing Health. Please subscribe and rate us five stars on Apple Podcasts, Spotify, or wherever you get your podcasts.</p> </details> </div> Wed, 11 Sep 2024 06:00:00 -0500 Employee Retention /aha-center-health-innovation-market-scan/2024-09-10-5-health-care-workforce-shortage-takeaways-2028 <div class="container"><div class="row"><div class="col-md-8"><p><img src="/sites/default/files/inline-images/5-Health-Care-Workforce-Shortage-Takeaways-for-2028.png" data-entity-uuid="5e51fed2-4d2e-4b79-9448-b5d54ec1fd6f" data-entity-type="file" alt="5 Health Care Workforce Shortage Takeaways for 2028. An empty operating room with a caution icon displayed above the table due to a shortage of health care workers." width="100%" height="100%"></p><p>Projections on potential health care workforce shortages came fast and furious during the pandemic and after the public emergency expired. So, what should the field make of all this data?</p><p>A <a href="https://www.mercer.com/en-us/insights/talent-and-transformation/attracting-and-retaining-talent/future-of-the-us-healthcare-industry/" target="_blank" title="Mercer: Future of the U.S. Healthcare Industry">new study</a> based on research conducted by the Mercer consultancy and its partner Lightcast projects changes to the U.S. health care labor market by 2028 by state and metro and micro statistical areas.</p><p>The study鈥檚 projections and analysis provide context to some of the more nuanced shortages among the clinical workforce and which states may be impacted most and least by shifting market conditions, demographics and other influences.</p><h2><span>5 Key Findings on Coming Workforce Changes</span></h2><h3><span>1</span> <span>|</span> Expect a shortage of about 100,000 critical health care workers by 2028.</h3><p>The impact of the shortages will be uneven and an added burden to a system strained by geographic and demographic disparities in access to care, the report states. Populous states like California, Texas and Pennsylvania are expected to weather the storm with the estimated labor supply exceeding demand. Acute shortages are projected, however, in states like New York and New Jersey.</p><h3><span>2</span> <span>|</span> Shortage of nurse assistants (NAs) may be severe.</h3><p>Only 13 states are expected to meet or exceed future demand and Mercer forecasts a shortage of about 73,000 NAs by 2028. Because NAs make up a large share of the overall health care workforce, these projected shortages warrant close attention.</p><h3><span>3</span> <span>|</span> Gaps may differ widely by state on registered nurse availability.</h3><p>Mercer projects a slight surplus of RNs by 2028. This is counter to many other projections by experts who forecast a shortage of nurses. Mercer does project nursing shortages for New York and other East Coast states.</p><h3><span>4</span> <span>|</span> Modest surplus of physicians expected nationally.</h3><p>While research and popular discussions have predicted physician shortages in the U.S. under different scenarios, the report鈥檚 authors expect a surplus of about 28,000 doctors. The authors based their findings on the Bureau of Labor Statistics standard occupation codes for all physician jobs. While some states may find a modest surplus of physicians by 2028, states like California (-2,580), Texas (-2,830) and New York (-2,706) could see sizable shortages and the combined impact of shortages for both NPs and physicians may result in significant disruptions to the continued delivery of preventive care.</p><h3><span>5</span> <span>|</span> Compensation variation could lead some workers to move.</h3><p>Understanding compensation variation by occupation and geography is crucial to prepare for potential shortages. If NAs can earn more for doing the same job by moving to a neighboring state, or even a metropolitan area, they may choose to relocate, the authors note.</p><p><img src="/sites/default/files/inline-images/States-with-the-Largest-Gaps-for-3-Key-Occupations-That-Deliver-Primary-Care.png" data-entity-uuid="649f6a9f-ea85-4a0d-9801-d757145b8323" data-entity-type="file" alt="States with the Largest Gaps for 3 Key Occupations That Deliver Primary Care (Market projections by 2028). OB-GYNs: 1. California (-406); 2. Texas (-287); 3. Virginia (-104); 4. South Carolina (-91); 5. Missouri (-90). Pediatricians: 1. California (-732); 2. Massachusetts (-512); 3. Texas (-395); 4. Georgia (-223); 5. Ohio (-148). Family Medicine: 1. North Carolina (-1,394); 2. California (-852); 3. Illinois (-614); 4. Georgia (-223); Michigan (-575). Source: Mercer, 2024." width="100%" height="100%"></p><h2><span>3 Talent Areas to Focus on Now</span></h2><p>Given that workforce challenges are not going away any time soon, the authors suggest focusing on these key areas to address ongoing talent needs. And remember, provider organizations aren鈥檛 only competing with other health care employers but often with other fields 鈥� particularly when filling lower-wage support positions that are vital to the overall delivery of quality patient care.</p><h3>One: <span>Assess your specific supply/demand risk by occupation and department.</span></h3><p>Project internal demand for critical occupations due to attrition, expansion of services and evaluate demand against projected supply. Determine where the greatest risks lie for not filling vacant positions promptly.</p><p>Some occupations are more critical than others and will require special attention and investment. Develop an understanding of the local labor market for these critical roles. If there is not a sufficient local labor market to fill critical shortages, discuss needed steps to address the situation.</p><h3>Two: <span>Rethink sourcing strategies and processes.</span></h3><p>To ensure a consistent pipeline of talent in your local market, consider collaborating on investment in occupational development, increasing educational capacity and reviewing compensation. These include expanding your current talent acquisition efforts, internal training and graduate pipeline. You may need to pivot recruitment beyond current boundaries to meet talent where it is. Explore ways to build talent internally through training, development and certification programs. This takes time and requires proactive decision-making and a planned investment.</p><h3>Three: <span>Ensure the well-being of existing employees.</span></h3><p>This can help improve retention and reduce burnout among staff 鈥� a common source of attrition in health care. Monitor the marketplace and fine-tune the employee value proposition with respect to pay and benefits, schedule flexibility, career growth opportunities and job satisfaction. The AHA鈥檚 webpage, <a href="/building-systemic-well-being-program-5-step-blueprint">Building a Systemic Well-Being Program: 5-Step Blueprint</a>, provides a step-by-step resource for health care leaders.</p><hr><h2><span>Learn More</span></h2><p>The AHA鈥檚 American Organization for Nursing Leadership <a href="https://www.aonl.org/resources/Nurse-Leadership-Workforce-Compendium" target="_blank" title="AONL: Nursing Leadership Workforce Compendium">Workforce Compendium</a> provides a wealth of best practices and innovations to help leaders strategize and manage the complexities of the nursing workforce. Separate chapters are devoted to talent attraction and acquisition and recruitment and retention. The AHA鈥檚 <a href="/workforce-home">Workforce webpage</a> also provides a multitude of resources to help hospitals and health systems address staffing issues.</p></div><div class="col-md-4"><p><a href="/center" title="Visit the AHA Center for Health Innovation landing page."><img src="/sites/default/files/inline-images/logo-aha-innovation-center-color-sm.jpg" data-entity-uuid="7ade6b12-de98-4d0b-965f-a7c99d9463c5" alt="AHA Center for Health Innovation logo" width="721" height="130" data-entity- type="file" class="align-center"></a></p><p><a href="/center/form/innovation-subscription"><img src="/sites/default/files/2019-04/Market_Scan_Call_Out_360x300.png" data-entity-uuid data-entity-type alt width="360" height="300"></a></p></div></div></div>.field_featured_image { position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } .featured-image{ position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } Tue, 10 Sep 2024 06:00:00 -0500 Employee Retention /education-events/maximizing-employee-value-proposition <p><strong>Maximizing the Employee Value Proposition</strong> <br><em>A Holistic Approach to Nursing Recruitment and Retention</em></p><p><strong>Thursday, June 20, 2024 </strong><br><em>1 - 2 p.m. Eastern; noon - 1 p.m.鈥疌entral;鈥�10 - 11 a.m. Pacific </em> </p><div class="webreplay"> .webreplay{ border: solid 2px #777; padding: 15px 5px; margin: 0 0 10px 15px; } @media (min-width:360px){ .webreplay{ min-width: 290px; float: right; } } <h2 class="text-align-center"><small>On-demand Webinar</small></h2> MktoForms2.loadForm("//sponsors.aha.org", "710-ZLL-651", 3880);</div><p>The ongoing nursing workforce shortages persist due to burnout and high turnover, demanding workloads with long hours, aging nurses retiring and an insufficient pipeline of future clinicians. Many hospitals and health systems are looking for better ways to recruit and retain nursing staff in a financially sustainable manner.  </p><p>Many organizations are reassessing various workforce strategies to stay competitive. This often includes reviewing the broader employee total rewards programs and ensuring pay programs account for things such as cost of living and geographic pay differentials. They are also evaluating nursing job architecture and career frameworks, headcount, span of control and more.  </p><p>Join our webinar to learn actionable insights and strategies to recruit and retain this critical workforce.</p><p><strong>Attendees Will Learn:</strong></p><ul><li>How to develop an effective total rewards strategy amidst ongoing workforce shortages. </li><li>How to adjust nursing pay programs to account for differences in cost of living, geography and care settings. </li><li>Overall strategies for recruitment and retention of the nursing workforce.</li></ul><p><strong>Speakers:</strong></p><p>Kristina Hudson <br><em>Principal </em><br><strong>SullivanCotter</strong></p><p>Steve Meyers <br><em>Consulting Manager </em><br><strong>SullivanCotter</strong></p> Tue, 23 Apr 2024 15:18:14 -0500 Employee Retention /testimony/2024-03-18-aha-statement-house-access-health-care-america-ensuring-resilient-emergency-medical-care <div class="container"><div class="row"><div class="col-md-8"><p>On behalf of our nearly 5,000 member hospitals, health systems and other health care organizations; our clinician partners 鈥� including more than 270,000 affiliated physicians, 2 million nurses and other caregivers; and the 43,000 health care leaders who belong to our professional membership groups, the 黑料正能量 Association (AHA) welcomes the opportunity to comment on ways to ensure patients can receive timely emergency medical care, particularly in rural and underserved areas. We share the committee鈥檚 interest in ensuring that Americans have high-quality, affordable health care in the face of life-threatening crises.</p><p>Hospitals and health systems are the lifeblood of their communities and committed to ensuring local access to health care. At the same time, many hospitals, including those in rural and underserved areas, continue to experience unprecedented challenges that jeopardize access and services. These include workforce shortages, high costs of prescription drugs, and continued severe underpayment by Medicare and Medicaid.</p><p>Rural hospitals make up about 35% of all hospitals in the U.S. Nearly half of rural hospitals have 25 or fewer beds, with just 16% having more than 100 beds. Given that rural hospitals tend to be much smaller, patients with higher acuity often travel or are referred to larger hospitals nearby. As a result, in rural hospitals, the acute care occupancy rate (37%) is less than two thirds of their urban counterparts (62%).</p><p>Below are a series of proposals and suggestions for the Ways and Means Committee to consider as it seeks to strengthen emergency medical care for patients across the country.</p><h2>Creating Financial Stability for Emergency Care Services</h2><p>One significant obstacle that delays patient access to emergency care services are rural hospital closures. To improve health care in rural communities, sustainable financing for rural hospitals and health systems is imperative. As a result, rural hospitals require increased attention from state and federal government to address barriers and invest in new resources in rural communities.</p><p>Providing certainty and stability in rural Medicare hospital payments is essential. Low reimbursement, low patient volume, sicker patients and challenging payer mix, common at many rural hospitals, puts added financial pressure on those facilities. The AHA supports <strong>policies that promote flexible payment options and address financial challenges faced by the full spectrum of rural hospitals, which will allow them to provide high-quality emergency medical care for their patients.</strong></p><ul><li><strong>Making Permanent the Medicare-dependent Hospital (MDH) and Low-volume Adjustment (LVA).</strong> MDHs are small, rural hospitals where at least 60% of admissions or patient days are from Medicare patients. MDHs receive the inpatient prospective payment system (IPPS) rate plus 75% of the difference between the IPPS rate and their inflation-adjusted costs from one of three base years. AHA supports making the MDH program permanent and adding an additional base year that hospitals may choose for calculating payments. The LVA provides increased payments to isolated, rural hospitals with a low number of discharges. AHA also supports making the LVA permanent. The MDH designation and LVA protect the financial viability of these hospitals to ensure they can continue providing access to care.</li><li><strong>Reopen the Necessary Provider Designation for Critical Access Hospitals (CAHs).</strong> The CAH designation allows small rural hospitals to receive cost-based Medicare reimbursement, which can help sustain services in the community. Hospitals must meet several criteria, including a mileage requirement, to be eligible. A hospital can be exempt from the mileage requirement if the state certified the hospital as a necessary provider, but only hospitals designated before Jan. 1, 2006, are eligible. AHA urges Congress to reopen the necessary provider CAH program to further support local access to care in rural areas.</li><li><strong>Improve Access to Capital.</strong> Access to capital is important to stabilize a vulnerable hospital or advance innovations in others. AHA supports expanding the USDA Community Facilities Direct Loan & Grant Program and creating a new Hill-Burton like program to update rural hospitals to ensure continued access in rural communities.</li><li><strong>Strengthen the Rural Emergency Hospital (REH) Model.</strong> REHs are a new Medicare provider type to which small rural and critical access hospitals can convert to provide emergency and outpatient services without needing to provide inpatient care. REHs are paid a monthly facility payment and the outpatient prospective payment system (OPPS) rate plus 5%. AHA supports strengthening and refining the REH model to ensure sustainable care delivery and financing.</li><li><strong>Rebase Sole Community Hospitals (SCHs).</strong> SCHs must show they are the sole source of inpatient hospital services reasonably available in a certain geographic area to be eligible. They receive increased payments based on their cost per discharge in a base year. AHA supports adding an additional base year that SCHs may choose for calculating their payments.</li></ul><p><strong>Medicare and Medicaid each pay less than 90 cents for every dollar spent caring for patients 鈥� with Medicare hitting a historic low of 82 cents for every dollar 鈥� according to the latest AHA data. Given the challenges of providing care in rural areas, reimbursement rates across payers need to be updated to cover the cost of care.</strong></p><p><strong>AHA supports the following policies to ensure fair and adequate reimbursement.</strong></p><ul><li><strong>Medicare Advantage Payment Parity for CAHs.</strong> The Medicare Advantage (MA) program has grown significantly in the past decade. MA enrollment, which traditionally has grown slower in rural areas, is now surpassing the growth rate in urban areas. For example, MA enrollment quadrupled between 2010 to 2023 in rural counties, compared to metropolitan areas which doubled in enrollment during the same period. Yet, MA plans are not required to pay rural providers, such as CAHs, at the same cost basis as fee-for-service Medicare; and they are increasingly paying below costs, straining the financial viability of many rural providers. Further, MA plans have the additional burden of prior authorization and other health plan requirements with which rural providers must increasingly contend 鈥� requirements that do not exist to nearly the same extent in fee-for-service Medicare and add additional costs for rural providers to comply. We support policies that support the long-term health of providers and facilities that care for patients in rural areas, which will need to consider the impact of MA enrollment in those communities.</li><li><strong>Wage Index Floor.</strong> AHA supports the Save Rural Hospitals Act (S. 803) to place a floor on the area wage index, effectively raising the area wage index with new money for hospitals below that threshold.</li><li><strong>Make the Ambulance Add-on Payments Permanent.</strong> Rural ambulance service providers ensure timely access to emergency medical care but face higher costs than other areas due to lower patient volume. We support permanently extending the existing rural, 鈥渟uper-rural鈥� and urban ambulance add-on payments to protect access to these essential services.</li><li><strong>Commercial Insurer Accountability.</strong> Systematic and inappropriate delays of prior authorization decisions and payment denials by commercial insurers for medically necessary care are putting patient access to care at risk. We support regulations that streamline and improve prior authorization processes, which would help providers spend more time on patients instead of paperwork. We also support a legislative solution to address these concerns. In addition, we support policies that ensure patients can rely on their coverage by disallowing health plans from inappropriately delaying and denying care, including by making unilateral mid-year coverage changes.</li><li><strong>Maternal and Obstetric Care.</strong> We urge Congress to continue to fund programs that improve maternal and obstetric care in rural areas, including supporting the maternal workforce, promoting best practices and educating health care professionals. We continue to support the state option to provide 12 months of postpartum Medicaid coverage.</li><li><strong>Behavioral Health.</strong> Implementing policies to better integrate and coordinate behavioral health services will improve care in rural communities. We urge Congress to:<ul><li>Fully fund authorized programs to treat substance use disorders, including expanding access to medication assisted treatment.</li><li>Implement policies to better integrate and coordinate behavioral health services with physical health services.</li><li>Enact measures to ensure vigorous enforcement of mental health and substance use disorder parity laws.</li><li>Permanently extend flexibilities under scope of practice and telehealth services granted during the COVID-19 public health emergency.</li><li>Increase access to care in underserved communities by investing in supports for virtual care and specialized workforce.</li></ul></li></ul><h2>Bolstering the Workforce</h2><p>Recruitment and retention of health care professionals is an ongoing challenge and expense for many hospitals. Nearly 70% of the primary health professional shortage areas are in rural or partially rural areas. Hospitals and health systems need a robust and highly-qualified staff to handle medical care in emergency situations. To achieve this goal, targeted programs that help address workforce shortages in rural communities should be supported and expanded. Workforce policies and programs also should encourage nurses and other allied professionals to practice at the top of their licenses. Below are listed a variety of different proposals and pieces of legislation Congress should consider enacting to tackle the workforce shortage crisis.</p><ul><li><strong>Graduate Medical Education.</strong> We urge Congress to pass the <strong>Resident Physician Shortage Reduction Act of 2023 (H.R. 2389/S. 1302),</strong> legislation to increase the number of Medicare-funded residency slots, which would expand training opportunities in all areas including rural settings to help address health professional shortages.</li><li><strong>Conrad State 30 Program.</strong> We urge Congress to pass the <strong>Conrad State 30 and Physician Access Reauthorization Act (H.R. 4942/S. 665)</strong> to extend and expand the Conrad State 30 J-1 visa waiver program, which waives the requirement to return home for a period if physicians holding J-1 visas agree to stay in the U.S. for three years to practice in federally-designated underserved areas.</li><li><strong>International Workforce.</strong> The AHA supports the recapture of and expedited visas for foreign-trained nurses and doctors.</li><li><strong>Loan Repayment Programs.</strong> We urge Congress to pass the <strong>Restoring America鈥檚 Health Care Workforce and Readiness Act (S. 862)</strong> to significantly expand National Health Service Corps funding to provide incentives for clinicians to practice in underserved areas, including rural communities. AHA also supports the <strong>Rural America Health Corps Act (H.R. 1711/S. 940)</strong> to directly target rural workforce shortages by establishing a Rural America Health Corps to provide loan repayment programs focused on underserved rural communities.</li><li><strong>Boost Nursing Education.</strong> We urge Congress to invest significant resources to support nursing education and provide resources to boost student, faculty and preceptor populations, modernize infrastructure and support partnerships and research at schools of nursing. AHA also supports expanding the National Nurse Corps.</li><li><strong>Health Care Workers Protection.</strong> We urge Congress to enact the <strong>Safety from Violence for Healthcare Employees Act (H.R. 2584/S. 2768)</strong> to provide federal protections for health care workers against violence and intimidation.</li></ul><h2>Conclusion</h2><p>We thank you for the opportunity to comment on ways to improve emergency medical care for patients, particularly those in rural and underserved areas. We look forward to continuing to work with you on this important issue.</p></div><div class="col-md-4"><div><a href="/system/files/media/file/2024/03/AHA-Statement-to-House-Ways-Means-Committee-on-Access-to-Health-Care-in-America-Ensuring-Resilient-Emergency-Medical-Care.pdf" target="_blank" title="Click here to download the Statement of the AHA for the Committee on Ways and Means of the U.S. House of Representatives 鈥淎ccess to Health Care in America: Ensuring Resilient Emergency Medical Care鈥� PDF."><img src="/sites/default/files/inline-images/Page-1-AHA-Statement-to-House-Ways-Means-Committee-on-Access-to-Health-Care-in-America-Ensuring-Resilient-Emergency-Medical-Care.png" data-entity-uuid="abf2a692-1024-406e-9fc8-883016c25d8a" data-entity-type="file" alt="Statement of the AHA for the Committee on Ways and Means of the U.S. House of Representatives 鈥淎ccess to Health Care in America: Ensuring Resilient Emergency Medical Care鈥� page 1." width="692" height="900"></a></div></div></div></div> Mon, 18 Mar 2024 14:45:07 -0500 Employee Retention /aha-center-health-innovation-market-scan/2024-01-09-4-ways-address-top-2024-challenges <div class="container"><div class="row"><div class="col-md-8"><p><img src="/sites/default/files/inline-images/4-Ways-to-Address-Top-2024-Challenges.png" data-entity-uuid="d6fea11e-7028-4cbe-a627-5f0770cbed17" data-entity-type="file" alt="4 Ways to Address Top 2024 Challenges. A man in a business suit holding a giant pencil as tall as he is looks at a track from Start to a Finish flag with four milestones along the way and multiple checkpoints between the milestones." width="100%" height="690"></p><p>As health care continues to transform this year, executives will face challenges related to finances, technology, workforce and other areas. Across the field, thought leaders have been busy offering their best guesses, insights and predictions for how this year is likely to shake out. Here is what caught our attention.</p><h2><span>4 Takeaways for 2024 Planning</span></h2><h3><span>1</span> <span>|</span> Align your digital health strategy as legacy systems are sunset.</h3><p>Many health care organizations are at the midpoint of their digital transformation and most leaders expect that the continued adoption of digital tools will impact their 2024 strategy, notes a recent <a href="https://www2.deloitte.com/us/en/blog/health-care-blog/2023/outlook-for-health-care.html" target="_blank" title="Deloitte: 2024 Outlook for Health Care Planning for the Future of Health: Top trends for 2024.">Deloitte survey of providers and payers</a>. Organizations should focus on integrating components across their facilities. Artificial intelligence (AI) has the potential to address issues like increasing access, reducing wait times and minimizing administrative burdens on clinicians.</p><p>Bill Fera, M.D., a principal at Deloitte Consulting LLP, urges organizations to incorporate generative AI in parallel with other technologies as they retire legacy hardware and transition to the digital realm. This will be important as consumers turn to generative AI to help make decisions about their health and well-being, locate clinicians, learn about medical conditions and understand treatment options.</p><h4><span>Takeaway</span></h4><p>Moving to a single digital system and sunsetting others can be disruptive, expensive and time-consuming. But as generative AI matures, we could begin to see measurable improvements in everything from higher efficiency levels to better consumer experiences across all facets of health care, Deloitte explains.</p><h3><span>2</span> <span>|</span> Expand the role of community health workers (CHWs).</h3><p>As organizations increasingly adopt models that address both clinical and nonclinical aspects of patient needs, CHWs are poised to play a pivotal role in enhancing quality, facilitating care coordination, alleviating provider burdens and fostering trust among patients, Cheryl Pegus, M.D., managing director of Morgan Health Ventures, stated in a recent <a href="https://www.forbes.com/sites/sachinjain/2023/12/14/2024-healthcare-insiders-predict-the-future/?sh=9fd5d936884b" target="_blank" title="Forbes: 2024: Healthcare Insiders Predict The Future.">Forbes report</a>.</p><h4><span>Takeaway</span></h4><p>Projections indicate a 14% growth in employment of CHWs from 2022 to 2032, Pegus notes. This shift reflects a strategic response to workforce challenges, underscoring the vital contribution of expanded roles within health care teams.</p><h3><span>3</span> <span>|</span> Be creative when building and retaining your workforce.</h3><p>More and more providers are negotiating contracts that include a weekday off and hybrid work from home (e.g., telehealth) and clinic models, Samantha L. Prokop, head of the health care transactions team at the Gunster, Yoakley & Stewart law firm, <a href="https://www.healthcaredive.com/news/2024-healthcare-merger-acquisition-trends-samantha-prokop-gunster-yoakley-stewart/703259/" target="_blank" title="Healthcare Dive: Predictions on 2024 healthcare M&A trends: What leaders need to know">wrote recently</a>.</p><h4><span>Takeaway</span></h4><p>While salaries are important, so is culture, Prokop noted. Forward-thinking leaders will do their research and listen to their employees to determine how to retain and attract talent.</p><h3><span>4</span> <span>|</span> Develop sticky relationships with consumers.</h3><p>Medical inflation, combined with rising coverage costs, could leave consumers with higher out-of-pocket costs this year, Deloitte says. Consumers are at the heart of health care鈥檚 shift from consolidation and fragmentation to convergence, and many tend to make purchasing decisions based on price and convenience.</p><p>When consumers can receive an online product order in a day or less from retailers, many are frustrated when they must wait weeks or months for a medical appointment. Deloitte鈥檚 research on trust shows that about half of focus group participants said they would be willing to trade in-person visits and the convenience of a closer location for a provider who relates to them and understands their needs.</p><h4><span>Takeaway</span></h4><p>Provider organization leaders have an opportunity to influence the decisions of health care consumers by providing digital tools that can help them navigate their health care journey. Offering more affordable care options such as telehealth can help to ensure that patients continue to receive necessary care. Cracking that code could increase stickiness and loyalty.</p></div><div class="col-md-4"><p><a href="/center" title="Visit the AHA Center for Health Innovation landing page."><img src="/sites/default/files/inline-images/logo-aha-innovation-center-color-sm.jpg" data-entity-uuid="7ade6b12-de98-4d0b-965f-a7c99d9463c5" alt="AHA Center for Health Innovation logo" data-entity- type="file" class="align-center"></a></p><p><a href="/center/form/innovation-subscription"><img src="/sites/default/files/2019-04/Market_Scan_Call_Out_360x300.png" data-entity-uuid data-entity-type alt></a></p></div></div></div>.field_featured_image { position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } .featured-image{ position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } Tue, 09 Jan 2024 06:00:00 -0600 Employee Retention