Data is driving a new approach to healthcare benefits: accountable care organizations.
By Molly Loftus
With the new American Health Care Act now in the hands of the U.S. Senate, there’s no doubt that employers will play a major role in true healthcare reform. More than 70 percent of Americans receive health insurance through their jobs, so organizations must actively influence improvements in the quality and cost of care.
Three best practices to consider when incorporating online communication channels to recruiting practices.
By Christa Elliott
Today, talent shortages are a reality for many industry sectors, but healthcare has been hit particularly hard. The Bureau of Labor Statistics projects that by 2024, 439,000 new nursing jobs will be created. Likewise, 23 percent of the current nursing workforce is expected to reach retirement age by 2018, creating a projected 700,000 nursing vacancies. With experienced baby boomer healthcare workers retiring and fewer professionals to train the incoming millennial and Generation Z workers, organizations are eager for skilled labor. And because demand outweighs supply, healthcare organizations need to consider how they are marketing their brand and to do so on the proper talent channels.
Predictive technology is driving both patient and nurse satisfaction up while pushing costs down.
It’s no secret that the healthcare industry continues to face tumultuous times. On one hand, the demand for patient care services is surging, prompted largely by an improving economy and an aging U.S. population that requires more services. On the other hand, growing shortages of qualified nurses and other clinicians leave hospitals and healthcare organizations around the country struggling to fill vacancies.
An aging population combined with a severe hiring shortage creates a challenging time in healthcare recruiting.
Looking for a career with wide employment availability? On the last day of business in 2016, there were 1.1 million job openings in the healthcare industry: the largest number recorded since the Bureau of Labor Statistics (BLS) started surveying the sector in 2006.The war for talent in the industry stems from several factors, including a fast-aging population that uses the healthcare system more frequently, the retirement of specialized medical professionals, and a growing demand for nurses outside the healthcare sector from businesses that offer highly competitive compensation and benefit packages. The Affordable Care Act—whatever its fate— and the recovery of the U.S. economy have also expanded public access to healthcare.
It was Virgil who famously said “The greatest wealth is health,” and with the spike in employee health and wellness offerings it seems that many employers agree. One such employer is Carnival Cruise Line. The well-known cruise line took their wellness programs up a notch in May 2014, when they partnered with Marathon Health to open the Carnival Care Center: an onsite clinic and wellness center for employees at their Miami, Fla. Headquarters.“[The medical center] was an expression of Carnival’s commitment to wellness and really increasing the onsite offerings we have at Carnival. We believe that we are a great place to work, and that helps us lean into so many other levers, and things that we can be doing for our employees to further that journey towards being a great place to work,” says Ron Phillips, Carnival Cruise Lines’ head of HR and chief people officer.
The 1,100-square-foot facility helps Carnival care for its more than 3,000 shoreside employees, not only through medical treatment for non-emergency illnesses and injuries, but also preventative care, health consultation services, and the management of chronic conditions.
Although the Carnival Care Center opened just three years ago, it aligns with larger organizational values that Carnival has held from the very beginning. Delivering exceptional experiences is part of the organization’s mission statement, and this applies to employees as well as guests. According to Phillips, employees have responded so well to the onsite offerings that Carnival has had to do very little in terms of advertising the center to potential hires—the employees act as wellness program ambassadors and spread the word on their own.
Healthcare organizations are leveraging mobility strategies to help fill their talent gaps.
By Michael Krasman
There has been a lot of buzz about the growing shortage of physicians in the U.S.—in fact, a deficit of as many as 90,000 physicians is predicted in the next decade, according to the Association of American Medical Colleges.
By Sharon Cunninghis
A perfect storm is brewing in the healthcare benefits market. Be prepared.
Employers are pivotal players in today’s healthcare system, but their role has remained remarkably passive. Yes, organizations absorb much of the cost of coverage, ensure that they are in compliance with the complicated requirements of the Affordable Care Act, and provide many of the tools their employees need as insurance consumers. However, a transformation is long overdue.
We know that the readers of HRO Today magazine turn to us as a go-to resource in the HR industry that delivers trends, insights, and the top resources for all of their HR operations and service needs. In our annual resource guide, we aim to showcase providers and product vendors across 18 sectors of HR services.
Here, you will find providers of everything from recruitment process outsourcing (RPO) to benefits administration and multi-process HRO, not to mention a treasure trove of HR technology, consulting services, and other ancillary products.
We hope that our 2017 Resource Guide will serve you well as a starting point in your search for appropriate vendors.
A new study takes a closer look at how staffing impacts profitability in hospitals.
By the Editors
Earlier this year, HRO Today produced a report sponsored by Clinical Magnet called HR in the ER. The study explored the link between human resources and business outcomes in hospitals and health systems.
A trio of data-driven metrics healthcare organizations should consider for improved decision-making.
By Jackie Larson
Few conversations in healthcare today get very far before big data, analytics, or predictive modeling is brought up. Relative to workforce management, current key performance indicators (KPIs) that drive an organization’s planning include overtime, turnover, vacancy rate, and labor cost expense, among others. As healthcare evolves as a result of market and reimbursement realities, organizations must also evolve with regard to the data they can capture and how they use that information to make better decisions.
The use of predictive analytics, feeds from sophisticated electronic medical record and acuity systems, and scheduling tools that warehouse enormous amounts of data are enabling healthcare organizations to think about managing their workforce in an entirely new way. New metrics and approaches to measurement that are in some phase of the development process include:
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