This is a graded discussion: 20 points possible
due Jul 22
WEEK 2: HEALTHCARE
WORKFORCE
4141 unread replies.149149 replies.
Class, welcome to week 2! What do you see as the biggest workforce
challenge(s) for hospitals today? Are the issues any different for other types of
healthcare organizations? What strategies are being used by hospitals for
recruiting and retaining staff?
Make sure to respond to other students’ posts as well so we can keep the
discussion going. Please remember to refer to your syllabus for guidelines on
frequency and quality of posts.
This topic was locked Jul 22 at 11:59pm.
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Collapse SubdiscussionLondell Albury
Londell Albury
Jul 15, 2018Jul 15 at 8:08pm
Manage Discussion Entry
Good Day Professor.
One of the biggest challenge for hospitals today is attracting and retaining
dedicated passionate physicians and nurses. Many healthcare organizations
are experiencing generational transitions as longtime leaders in the baby
, boomer group retire and millennial join or advance in the workforce. Millennial
now represent the largest share of the American workforce,
Even in corporate America this transition is impacting the organization and
companies are searching for unique creative ways to attract and retain
millennial. This issue is the same in just about every health organization.
Millennials unlike the older baby boomers will not tolerate burn-out for lengthy
periods. Healthcare Hospitals have to switch their focus on supporting things
like work-life-balance and ensure team based approaches to problem solving.
Reference
https://www.beckershospitalreview.com/hospital-management-
administration/4-of-the-most-pressing-challenges-health-systems-face-
today.htmlLinks to an external site.
(1 like)
Collapse SubdiscussionIbiwunmi Joseph
Ibiwunmi Joseph
Jul 15, 2018Jul 15 at 11:58pm
Manage Discussion Entry
,
Hello Prof and Class,
One of the challenges would be Workforce
diversity, alongside work-life conflicts springs forth also as a big challenge. To
be healthy physically and mentally, work-life balance has to be balanced
between being healthy and one's career ambitions. Boosting employees
morale, and making sure they are not burnt-out with work stress is one of the
positive work attributes.
Our nation’s hospitals could not exist without the caregivers who
work there. Each and every day the 5 million women and men who are
America’s hospitals keep the promise of care that the blue and white “H” sign
represents. However, current workforce trends are challenging hospitals’
mission to care for their patients and communities. For example, severe
workforce shortages threaten
hospitals’ fundamental promise of operating at full capacity. Some hospitals
have been forced to reduce the number of inpatient beds available, postpone
or cancel elective surgeries, and instruct ambulances to bypass their
overflowing emergency departments because they lack an adequate number
and mix of personnel to care for patients. Shortages are severe among both
clinical and non-clinical workers, including nurses, therapists, radiology
technicians, pharmacists, medical record personnel, housekeepers and food
service personnel. Also, current immigration laws make it difficult for qualified
foreign healthcare professionals to work in the U.S.
The demand for registered nurses (RNs) and other healthcare
personnel will continue to rise with the growing health care needs of the 78
million “baby boomers” who will begin to retire in 2010. The Department of
Health and Human Services estimates that by 2020, our nation will need 2.8
million nurses 1 million more than the projected supply. The Department of
Labor in 2006 ranked registered nurses as the occupation with the highest
demand rate. In fact, hospitals reported 160,000 RN vacancies as of
December 2006. Besides, the Bureau of Labor Statistics projects severe
shortages for many allied health professions. Nearly 150,000 qualified
applicants were turned away from U.S. nursing programs primarily due to the
lack of prepared nursing faculty. Without decisive intervention, these trends
will have a severe impact on hospitals’ ability to care for patients and
communities.
A Role for the Federal Government. Hospitals are undertaking steps to
tackle the workforce shortage within their own organizations; however, this
complex problem cannot be solved by hospitals alone. The federal
government plays a critical role in supporting and funding an adequate health
care workforce.
, Nursing and Allied Health Care Education. The AHA participated in
a coalition, including the American Organization of Nurse Executives and 40
other partners that helped secure $150 million for nurse education in fiscal
year (FY) 2007. In addition, the AHA pushed to achieve $4 million in funding
for allied health training, despite the Administration’s recommendation of zero
funding. For FY 2008, we will continue these coalition activities to advocate
for the highest level of appropriations for nursing and allied health education
programs,
including the reauthorization of the Nurse Reinvestment Act. The AHA also
supports measures that increase the number of faculty for nursing and allied
health professionals and promote best practices to retain nurses in the
workforce. Further, the AHA collaborates with the Health Resources and
Services Administration and its Division of Nursing to implement all of the
funded programs.
Nurse Staffing Patterns. Because the national workforce shortage
continues, the AHA opposes efforts that limit hospitals’ flexibility to determine
appropriate staffing patterns for healthcare workers.
Immigration. The AHA supports streamlining and improving the immigration
process to allow qualified, foreign-educated nurses and allied health
professionals to come to this country. We will continue working with Congress
and the Administration to improve immigration opportunities for qualified
health care professionals, including maintaining the availability of
employment-based visas for shortage professions. The AHA also supports the
reauthorization of the
Conrad 30 program. This program allows state health departments to request
visa waivers for up to 30 foreign physicians per year to work in federally
designated Health Professions Shortage Areas or Medically Underserved
Areas. First enacted in 1994, the Conrad 30 program has been integral to
bringing medical care to many of the most underserved rural areas of the
country. Currently, more than 20 million Americans live in areas where there is
a lack of physicians to meet their medical needs.
The Role for Hospitals. One way to cope with caregiver shortages involves
the hospitals to become a more attractive employer. Over the past several
years, the AHA has built on the recommendations of its Commission on
Workforce for Hospitals and Health Systems 2002 report, “In Our Hands: How
Hospital Leaders Can Build a Thriving Workforce.” That report, six subsequent
workforce publications and other AHA resources have featured more than
1,000 real-world, examples of how new thinking, new attitudes and new ways
of providing care are successfully working in healthcare organizations across
America to address the workforce problem for both the short and long term.
(1 like)
Ilona McMillian
due Jul 22
WEEK 2: HEALTHCARE
WORKFORCE
4141 unread replies.149149 replies.
Class, welcome to week 2! What do you see as the biggest workforce
challenge(s) for hospitals today? Are the issues any different for other types of
healthcare organizations? What strategies are being used by hospitals for
recruiting and retaining staff?
Make sure to respond to other students’ posts as well so we can keep the
discussion going. Please remember to refer to your syllabus for guidelines on
frequency and quality of posts.
This topic was locked Jul 22 at 11:59pm.
View Instructor posts View My Posts Search entries or
author Filter
replies by unread Unread Collapse replies Expand
replies
Subscribed
Collapse SubdiscussionLondell Albury
Londell Albury
Jul 15, 2018Jul 15 at 8:08pm
Manage Discussion Entry
Good Day Professor.
One of the biggest challenge for hospitals today is attracting and retaining
dedicated passionate physicians and nurses. Many healthcare organizations
are experiencing generational transitions as longtime leaders in the baby
, boomer group retire and millennial join or advance in the workforce. Millennial
now represent the largest share of the American workforce,
Even in corporate America this transition is impacting the organization and
companies are searching for unique creative ways to attract and retain
millennial. This issue is the same in just about every health organization.
Millennials unlike the older baby boomers will not tolerate burn-out for lengthy
periods. Healthcare Hospitals have to switch their focus on supporting things
like work-life-balance and ensure team based approaches to problem solving.
Reference
https://www.beckershospitalreview.com/hospital-management-
administration/4-of-the-most-pressing-challenges-health-systems-face-
today.htmlLinks to an external site.
(1 like)
Collapse SubdiscussionIbiwunmi Joseph
Ibiwunmi Joseph
Jul 15, 2018Jul 15 at 11:58pm
Manage Discussion Entry
,
Hello Prof and Class,
One of the challenges would be Workforce
diversity, alongside work-life conflicts springs forth also as a big challenge. To
be healthy physically and mentally, work-life balance has to be balanced
between being healthy and one's career ambitions. Boosting employees
morale, and making sure they are not burnt-out with work stress is one of the
positive work attributes.
Our nation’s hospitals could not exist without the caregivers who
work there. Each and every day the 5 million women and men who are
America’s hospitals keep the promise of care that the blue and white “H” sign
represents. However, current workforce trends are challenging hospitals’
mission to care for their patients and communities. For example, severe
workforce shortages threaten
hospitals’ fundamental promise of operating at full capacity. Some hospitals
have been forced to reduce the number of inpatient beds available, postpone
or cancel elective surgeries, and instruct ambulances to bypass their
overflowing emergency departments because they lack an adequate number
and mix of personnel to care for patients. Shortages are severe among both
clinical and non-clinical workers, including nurses, therapists, radiology
technicians, pharmacists, medical record personnel, housekeepers and food
service personnel. Also, current immigration laws make it difficult for qualified
foreign healthcare professionals to work in the U.S.
The demand for registered nurses (RNs) and other healthcare
personnel will continue to rise with the growing health care needs of the 78
million “baby boomers” who will begin to retire in 2010. The Department of
Health and Human Services estimates that by 2020, our nation will need 2.8
million nurses 1 million more than the projected supply. The Department of
Labor in 2006 ranked registered nurses as the occupation with the highest
demand rate. In fact, hospitals reported 160,000 RN vacancies as of
December 2006. Besides, the Bureau of Labor Statistics projects severe
shortages for many allied health professions. Nearly 150,000 qualified
applicants were turned away from U.S. nursing programs primarily due to the
lack of prepared nursing faculty. Without decisive intervention, these trends
will have a severe impact on hospitals’ ability to care for patients and
communities.
A Role for the Federal Government. Hospitals are undertaking steps to
tackle the workforce shortage within their own organizations; however, this
complex problem cannot be solved by hospitals alone. The federal
government plays a critical role in supporting and funding an adequate health
care workforce.
, Nursing and Allied Health Care Education. The AHA participated in
a coalition, including the American Organization of Nurse Executives and 40
other partners that helped secure $150 million for nurse education in fiscal
year (FY) 2007. In addition, the AHA pushed to achieve $4 million in funding
for allied health training, despite the Administration’s recommendation of zero
funding. For FY 2008, we will continue these coalition activities to advocate
for the highest level of appropriations for nursing and allied health education
programs,
including the reauthorization of the Nurse Reinvestment Act. The AHA also
supports measures that increase the number of faculty for nursing and allied
health professionals and promote best practices to retain nurses in the
workforce. Further, the AHA collaborates with the Health Resources and
Services Administration and its Division of Nursing to implement all of the
funded programs.
Nurse Staffing Patterns. Because the national workforce shortage
continues, the AHA opposes efforts that limit hospitals’ flexibility to determine
appropriate staffing patterns for healthcare workers.
Immigration. The AHA supports streamlining and improving the immigration
process to allow qualified, foreign-educated nurses and allied health
professionals to come to this country. We will continue working with Congress
and the Administration to improve immigration opportunities for qualified
health care professionals, including maintaining the availability of
employment-based visas for shortage professions. The AHA also supports the
reauthorization of the
Conrad 30 program. This program allows state health departments to request
visa waivers for up to 30 foreign physicians per year to work in federally
designated Health Professions Shortage Areas or Medically Underserved
Areas. First enacted in 1994, the Conrad 30 program has been integral to
bringing medical care to many of the most underserved rural areas of the
country. Currently, more than 20 million Americans live in areas where there is
a lack of physicians to meet their medical needs.
The Role for Hospitals. One way to cope with caregiver shortages involves
the hospitals to become a more attractive employer. Over the past several
years, the AHA has built on the recommendations of its Commission on
Workforce for Hospitals and Health Systems 2002 report, “In Our Hands: How
Hospital Leaders Can Build a Thriving Workforce.” That report, six subsequent
workforce publications and other AHA resources have featured more than
1,000 real-world, examples of how new thinking, new attitudes and new ways
of providing care are successfully working in healthcare organizations across
America to address the workforce problem for both the short and long term.
(1 like)
Ilona McMillian
