The chief nursing officer (CNO) of this 250-bed, for-profit hospital wanted to improve the quality of care and physician satisfaction in her patient care units. She felt that one of the best strategies to effectively address these issues was to further develop and improve her charge nurses’ skills and job performance.
The missing link is far deeper than protocols and checklists, albeit these tools are a vital component in keeping our patients safe. The missing link is the absence of a true culture of safety within our organizations. If we are going to live up to the trust that patients place in us, we must first consider our own core behaviors, acknowledge our failures and then intentionally build an environment where safety is the cornerstone value.
Changing the culture in a hospital is not for the weak of heart, but we should also realize that we are not blazing new territory. We can look to industries such as naval aviation, nuclear power, commercial airlines and nuclear submarines for examples of culture change and the development of safety as a core value.
The health care workforce shortage has abated, thanks largely to the Great Recession and its lingering effects, which have persuaded many employees to postpone retirement and are prompting a growing number of physicians to seek hospital employment…. Nursing is one staffing area in which some hospitals went from famine to feast…. But be warned: This is the calm before the storm. A larger, more challenging shortage across multiple disciplines is on the horizon. Experts predict a shortage of about 260,000 registered nurses and 150,000 physicians by 2025 and 38,000 pharmacists by 2030.
Given the vast array of regulatory, certification and accreditation requirements in the healthcare field, training has always been recognized as mission critical by health-related organizations. To manage all the learning activities required, some organizations have invested in costly custom learning management system (LMS) applications and many others have cobbled together solutions from desktop database applications.
With the current focus on supply costs, inventories, and productivity, we sometimes overlook the fact that the senior HR leaders in healthcare have the responsibility to strategically manage the most significant and largest expense and resource of any healthcare organization -– the people who provide the care and service. Even though the CFO does not have complete control or influence over supply costs, it remains their ultimate responsibility to make sure the costs are managed efficiently and wisely. Likewise, the CHRO has the added responsibility of dealing with the tightly intertwined cost of people and the impact any decisions will have on the motivation and engagement level of individuals with emotions and concerns.
For now, Prineville has just one family doctor for every 943 residents — a staggeringly low number… The shortage of primary care physicians isn’t just in Crook County — it’s nationwide. Studies show by the year 2020, America will be short 30,000 family physicians.
White Paper Summary The graying of America will be reflected in its workforce: between 2010 and 2016, the number of workers 55 and over is projected to increase by 36%, a significant jump when compared to younger populations. Current workforce development efforts
Article Summary There are specific factors that hospitals around the world are consistently aspiring to attain for improvement. These include measured performances, continuous quality enhancement and responsiveness to the needs of patients, physicians, employees, and community stakeholders. Read full article Source: Healthcare