Are you statistically examining your compensation practices? If not, you should be, because someone else will. And that someone else just might be the Federal Government…. It’s important to know what story can be told by your data. The best way to find out is to statistically examine it. Not only will this help you prepare for what the government may find when they analyze your data, it will provide you with an opportunity to identify potential problem areas, and give you a chance to take corrective action where appropriate.
The objective of this study was to examine views of nursing and nursing leadership among the nation’s opinion
leaders. A recent survey, conducted November 20-22, 2009, found the American public rating nurses with the
highest honesty and ethical standards, at 83%. Gallup has historically found nurses to be among the most
ethical and honest professions, as rated by the public. This study sought to examine opinion leaders’ views
about nursing leadership with an emphasis on determining the role of nursing in the future, and potential
barriers to leadership roles in healthcare today.
For the past several decades, the U.S. labor pool has grown rapidly as increased numbers of women and “baby boomers” of both genders joined the workforce, and as the relatively small number of persons born during the Great Depression retired. The future looks much different… Health care will face the twin challenges of attracting and retaining replacements for retiring workers while expanding its workforce to care for an aging population.
Hospital CEO turnover rose to 18 percent nationwide in 2009, the highest turnover rate since 1999 and only the fourth time the rate has reached this level since tracking began in 1981, according to a survey by the American College of Healthcare Executives.
For more than half a century the devotees of public health planning in the United States have dreamed of planning the size, composition, and spatial distribution of the nation’s physician work-force so that it can meet the projected “need” for health services in an efficient and equitable manner. Undaunted by a century of failure in this regard, Kevin Grumbach’s paper, “Fighting Hand to Hand over Physician Workforce Policy,” is one more installment of this perpetual American dream. His paper leads one to wonder whether the planning he advocates could ever work—anywhere.
Ryan Champlin, vice president of operations for the physician network at the Cook Children’s Health Care System in Fort Worth, Texas, isn’t prone to hyperbole. But when it comes to practical implications of the athenahealth-Microsoft partnership that was announced at HIMSS11 in February, he can’t help it.
“People get mad at me for being so excited about this,” said Champlin, “but, honestly, this is the holy grail of health data.”
Through the deep recession of 2008-2009, healthcare employers could pretty well count on their workers to stay put, even clinical specialists in particularly high demand. But with the economy on the mend, some health care professionals inevitably will start to look for greener pastures. That’s why executives and managers at hospitals and other health care providers are renewing their efforts to retain those hard-to-replace specialists in whom they’ve invested substantial resources.
Employee retention and recruitment may seem like the same concept, but each require a very different approach to be successful. With recruiting, the approach is one of educating potential employees about your organization and the benefits of working there. Often this is focused on salary and benefits, with other factors such as working conditions, location, scheduling. However in the last decade, an organization’s green performance has started to become more important and is a contributing factor in attracting new top talent.
In recent years, the American workplace has been infused with unprecedented levels of hostility, and that’s largely due to the deterioration of supervisor-subordinate trust, according to Florida State University researchers.
Would you believe that effectively guiding your organization’s values, culture and performance is as simple as asking yourself one question? ….Leaders can articulate their values and drive their organization’s culture by asking one simple question. Hint: It’s more personal than you might think.