-
Notifications
You must be signed in to change notification settings - Fork 0
Expand file tree
/
Copy pathwhat 10 CEOs
More file actions
262 lines (196 loc) · 48.4 KB
/
what 10 CEOs
File metadata and controls
262 lines (196 loc) · 48.4 KB
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
142
143
144
145
146
147
148
149
150
151
152
153
154
155
156
157
158
159
160
161
162
163
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
185
186
187
188
189
190
191
192
193
194
195
196
197
198
199
200
201
202
203
204
205
206
207
208
209
210
211
212
213
214
215
216
217
218
219
220
221
222
223
224
225
226
227
228
229
230
231
232
233
234
235
236
237
238
239
240
241
242
243
244
245
246
247
248
249
250
251
252
253
254
255
256
257
258
259
260
261
262
Skip to main content
TRENDING:
Improving Maternal CareMA Still Going StrongPodcast: Cost Containment Strategies
TOPICS
EVENTS
RESOURCES
SUBSCRIBE
Submit
WHAT 10 CEOS SAID ABOUT WORKFORCE CHALLENGES IN 2023
ANALYSIS | BY JAY ASSER | DECEMBER 29, 2023
TOPICS
Business Strategy
CEO
Employees
Finance
The area of focus was top of mind for leaders across the industry.
Workforce was arguably the biggest pain point for CEOs in 2023 as hospital leaders across the country were forced to consider ways to address labor costs and shortages.
Over the past year, HealthLeaders spoke to CEOs from a wide range of organizations—big and small, urban and rural—and keeping the workforce strong was often one of the first things that was mentioned.
Here’s what 10 CEOs said about workforce challenges in 2023:
ROXANNA GAPSTUR, WELLSPAN HEALTH
The president and CEO of the nonprofit integrated health system shared five steps that the organization has taken for a “multi-pronged approach” to tackling labor shortages. Those steps include becoming a preferred employer and streamlining recruitment.
GET THE LATEST ON HEALTHCARE LEADERSHIP IN YOUR INBOX.
SUBSCRIBE
TIFFANY MILLER, YOAKUM COMMUNITY HOSPITAL
At the rural, 23-bed critical access hospital in Yoakum, Texas, the priority has been on recruitment and retention of qualified staff, Miller said. That requires being transparent with your team about the importance of fiscal stewardship.
DENNIS MATHEIS, SENTARA HEALTHCARE
Matheis explained how the nonprofit health system has invested in its workforce with pay and benefit increases, as well as adding several thousand new employees. The organization also put together a 10-year workforce plan, even though Matheis acknowledged it could quickly become outdated in a ever-changing climate.
MICHAEL SLUBOWSKI, TRINITY HEALTH
The operator of 88 hospitals across 26 states saw labor costs rise significantly, forcing it to get creative. By implementing new care models, Slubowski said, Trinity has been able to keep nurses who otherwise would have left the profession.
ERIC DICKSON, UMASS MEMORIAL HEALTH
Dickson, who has experience as an emergency physician, revealed that the health system has implemented over 100,000 ideas from frontline workers over the 10 years he’s been at the helm. Embracing innovation has allowed the organization to find “new and better ways to do things.”
TOMMY IBRAHIM, BASSETT HEALTHCARE NETWORK
During his time guiding the rural health system, Ibrahim tried to take what he learned from the pandemic to strengthen the organization’s workforce. Addressing “weakened infrastructure that’s now become weaker” was critical to ensuring the sustainability of the organization.
JOHN COURIS, TAMPA GENERAL HOSPITAL
Tampa General Hospital found financial success through curbing its reliance on agency staffing. Couris said the organization’s agency usage fell by 70%, allowing the health system to invest in its own workforce.
SCOTT WESTER, MEMORIAL HEALTHCARE SYSTEM
The South Florida-based nonprofit system slashed staff turnover and lowered utilization of agency nurse traveleres and outside contracts. Wester said he was impressed with how the organization “changed the narrative on our workforce.”
JOE PERRAS, CHESHIRE MEDICAL CENTER
The recently-appointed CEO of the rural hospital shared his plans to get out of the red, which includes accounting for a hyper mobile workforce. Rather than completely eliminating reliance on traveling nurses and traveler tech position, Perras said the hospital must find ways to pay them to maintain high quality of care.
MICHAEL CHARLTON, ATLANTICARE HEALTH SYSTEM
The new leader of the Atlantic County-based health system stressed that workforce was his main priority since taking over the position, but also offered his insight on CEO turnover in the industry. Charlton said “the pressures have just gotten overwhelming” for CEOs and that has contributed to resignations and retirements.
Jay Asser is the contributing editor for strategy at HealthLeaders.
SHARE THIS:
TAGGED UNDER:BUSINESS STRATEGY CEO EMPLOYEES FINANCE
RECOMMENDED FOR YOU
New non-opioid pain meds hold promise, but Face clinical development and insurer challenges
Amwell says telehealth usage dipped amid milder flu season
New pain medicine may be safer alternative to opioids
Philly's HUP Cedar waited four days to splint a patient’s broken wrist, state inspectors find
MOST POPULAR
#1
RESEARCHER: PAXLOVID IS 'GAME CHANGER' IN TREATMENT OF COVID-19
Recent research on Paxlovid shows there is "solid data on its effectiveness," a co-author of the study told HealthLeaders. ...
READ MORE
#2
BON SECOURS MERCY HEALTH INVESTS IN LOCAL SUPPLIER OF PPE
A new personal protective equipment manufacturing company is set to open in Cincinnati next year. ...
READ MORE
hl logo
USEFUL LINKS
Advertise
Contact Us
About HealthLeaders
Resources
Terms of Use & Privacy PolicyHealthLeaders © 2024
Skip to main content
TRENDING:
Improving Maternal CareMA Still Going StrongPodcast: Cost Containment Strategies
TOPICS
EVENTS
RESOURCES
SUBSCRIBE
Submit
WHAT 10 CEOS SAID ABOUT WORKFORCE CHALLENGES IN 2023
ANALYSIS | BY JAY ASSER | DECEMBER 29, 2023
TOPICS
Business Strategy
CEO
Employees
Finance
The area of focus was top of mind for leaders across the industry.
Workforce was arguably the biggest pain point for CEOs in 2023 as hospital leaders across the country were forced to consider ways to address labor costs and shortages.
Over the past year, HealthLeaders spoke to CEOs from a wide range of organizations—big and small, urban and rural—and keeping the workforce strong was often one of the first things that was mentioned.
Here’s what 10 CEOs said about workforce challenges in 2023:
ROXANNA GAPSTUR, WELLSPAN HEALTH
The president and CEO of the nonprofit integrated health system shared five steps that the organization has taken for a “multi-pronged approach” to tackling labor shortages. Those steps include becoming a preferred employer and streamlining recruitment.
GET THE LATEST ON HEALTHCARE LEADERSHIP IN YOUR INBOX.
SUBSCRIBE
TIFFANY MILLER, YOAKUM COMMUNITY HOSPITAL
At the rural, 23-bed critical access hospital in Yoakum, Texas, the priority has been on recruitment and retention of qualified staff, Miller said. That requires being transparent with your team about the importance of fiscal stewardship.
DENNIS MATHEIS, SENTARA HEALTHCARE
Matheis explained how the nonprofit health system has invested in its workforce with pay and benefit increases, as well as adding several thousand new employees. The organization also put together a 10-year workforce plan, even though Matheis acknowledged it could quickly become outdated in a ever-changing climate.
MICHAEL SLUBOWSKI, TRINITY HEALTH
The operator of 88 hospitals across 26 states saw labor costs rise significantly, forcing it to get creative. By implementing new care models, Slubowski said, Trinity has been able to keep nurses who otherwise would have left the profession.
ERIC DICKSON, UMASS MEMORIAL HEALTH
Dickson, who has experience as an emergency physician, revealed that the health system has implemented over 100,000 ideas from frontline workers over the 10 years he’s been at the helm. Embracing innovation has allowed the organization to find “new and better ways to do things.”
TOMMY IBRAHIM, BASSETT HEALTHCARE NETWORK
During his time guiding the rural health system, Ibrahim tried to take what he learned from the pandemic to strengthen the organization’s workforce. Addressing “weakened infrastructure that’s now become weaker” was critical to ensuring the sustainability of the organization.
JOHN COURIS, TAMPA GENERAL HOSPITAL
Tampa General Hospital found financial success through curbing its reliance on agency staffing. Couris said the organization’s agency usage fell by 70%, allowing the health system to invest in its own workforce.
SCOTT WESTER, MEMORIAL HEALTHCARE SYSTEM
The South Florida-based nonprofit system slashed staff turnover and lowered utilization of agency nurse traveleres and outside contracts. Wester said he was impressed with how the organization “changed the narrative on our workforce.”
JOE PERRAS, CHESHIRE MEDICAL CENTER
The recently-appointed CEO of the rural hospital shared his plans to get out of the red, which includes accounting for a hyper mobile workforce. Rather than completely eliminating reliance on traveling nurses and traveler tech position, Perras said the hospital must find ways to pay them to maintain high quality of care.
MICHAEL CHARLTON, ATLANTICARE HEALTH SYSTEM
The new leader of the Atlantic County-based health system stressed that workforce was his main priority since taking over the position, but also offered his insight on CEO turnover in the industry. Charlton said “the pressures have just gotten overwhelming” for CEOs and that has contributed to resignations and retirements.
Jay Asser is the contributing editor for strategy at HealthLeaders.
SHARE THIS:
TAGGED UNDER:BUSINESS STRATEGY CEO EMPLOYEES FINANCE
RECOMMENDED FOR YOU
New non-opioid pain meds hold promise, but Face clinical development and insurer challenges
Amwell says telehealth usage dipped amid milder flu season
New pain medicine may be safer alternative to opioids
Philly's HUP Cedar waited four days to splint a patient’s broken wrist, state inspectors find
MOST POPULAR
#1
RESEARCHER: PAXLOVID IS 'GAME CHANGER' IN TREATMENT OF COVID-19
Recent research on Paxlovid shows there is "solid data on its effectiveness," a co-author of the study told HealthLeaders. ...
READ MORE
#2
BON SECOURS MERCY HEALTH INVESTS IN LOCAL SUPPLIER OF PPE
A new personal protective equipment manufacturing company is set to open in Cincinnati next year. ...
READ MORE
hl logo
USEFUL LINKS
Advertise
Contact Us
About HealthLeaders
Resources
Terms of Use & Privacy PolicyHealthLeaders © 2024
Skip to main content
TRENDING:
Improving Maternal CareMA Still Going StrongPodcast: Cost Containment Strategies
TOPICS
EVENTS
RESOURCES
SUBSCRIBE
Submit
WHAT 10 CEOS SAID ABOUT WORKFORCE CHALLENGES IN 2023
ANALYSIS | BY JAY ASSER | DECEMBER 29, 2023
TOPICS
Business Strategy
CEO
Employees
Finance
The area of focus was top of mind for leaders across the industry.
Workforce was arguably the biggest pain point for CEOs in 2023 as hospital leaders across the country were forced to consider ways to address labor costs and shortages.
Over the past year, HealthLeaders spoke to CEOs from a wide range of organizations—big and small, urban and rural—and keeping the workforce strong was often one of the first things that was mentioned.
Here’s what 10 CEOs said about workforce challenges in 2023:
ROXANNA GAPSTUR, WELLSPAN HEALTH
The president and CEO of the nonprofit integrated health system shared five steps that the organization has taken for a “multi-pronged approach” to tackling labor shortages. Those steps include becoming a preferred employer and streamlining recruitment.
GET THE LATEST ON HEALTHCARE LEADERSHIP IN YOUR INBOX.
SUBSCRIBE
TIFFANY MILLER, YOAKUM COMMUNITY HOSPITAL
At the rural, 23-bed critical access hospital in Yoakum, Texas, the priority has been on recruitment and retention of qualified staff, Miller said. That requires being transparent with your team about the importance of fiscal stewardship.
DENNIS MATHEIS, SENTARA HEALTHCARE
Matheis explained how the nonprofit health system has invested in its workforce with pay and benefit increases, as well as adding several thousand new employees. The organization also put together a 10-year workforce plan, even though Matheis acknowledged it could quickly become outdated in a ever-changing climate.
MICHAEL SLUBOWSKI, TRINITY HEALTH
The operator of 88 hospitals across 26 states saw labor costs rise significantly, forcing it to get creative. By implementing new care models, Slubowski said, Trinity has been able to keep nurses who otherwise would have left the profession.
ERIC DICKSON, UMASS MEMORIAL HEALTH
Dickson, who has experience as an emergency physician, revealed that the health system has implemented over 100,000 ideas from frontline workers over the 10 years he’s been at the helm. Embracing innovation has allowed the organization to find “new and better ways to do things.”
TOMMY IBRAHIM, BASSETT HEALTHCARE NETWORK
During his time guiding the rural health system, Ibrahim tried to take what he learned from the pandemic to strengthen the organization’s workforce. Addressing “weakened infrastructure that’s now become weaker” was critical to ensuring the sustainability of the organization.
JOHN COURIS, TAMPA GENERAL HOSPITAL
Tampa General Hospital found financial success through curbing its reliance on agency staffing. Couris said the organization’s agency usage fell by 70%, allowing the health system to invest in its own workforce.
SCOTT WESTER, MEMORIAL HEALTHCARE SYSTEM
The South Florida-based nonprofit system slashed staff turnover and lowered utilization of agency nurse traveleres and outside contracts. Wester said he was impressed with how the organization “changed the narrative on our workforce.”
JOE PERRAS, CHESHIRE MEDICAL CENTER
The recently-appointed CEO of the rural hospital shared his plans to get out of the red, which includes accounting for a hyper mobile workforce. Rather than completely eliminating reliance on traveling nurses and traveler tech position, Perras said the hospital must find ways to pay them to maintain high quality of care.
MICHAEL CHARLTON, ATLANTICARE HEALTH SYSTEM
The new leader of the Atlantic County-based health system stressed that workforce was his main priority since taking over the position, but also offered his insight on CEO turnover in the industry. Charlton said “the pressures have just gotten overwhelming” for CEOs and that has contributed to resignations and retirements.
Jay Asser is the contributing editor for strategy at HealthLeaders.
SHARE THIS:
TAGGED UNDER:BUSINESS STRATEGY CEO EMPLOYEES FINANCE
RECOMMENDED FOR YOU
New non-opioid pain meds hold promise, but Face clinical development and insurer challenges
Amwell says telehealth usage dipped amid milder flu season
New pain medicine may be safer alternative to opioids
Philly's HUP Cedar waited four days to splint a patient’s broken wrist, state inspectors find
MOST POPULAR
#1
RESEARCHER: PAXLOVID IS 'GAME CHANGER' IN TREATMENT OF COVID-19
Recent research on Paxlovid shows there is "solid data on its effectiveness," a co-author of the study told HealthLeaders. ...
READ MORE
#2
BON SECOURS MERCY HEALTH INVESTS IN LOCAL SUPPLIER OF PPE
A new personal protective equipment manufacturing company is set to open in Cincinnati next year. ...
READ MORE
hl logo
USEFUL LINKS
Advertise
Contact Us
About HealthLeaders
Resources
Terms of Use & Privacy PolicyHealthLeaders © 2024
ShareThis Copy and PasteSkip to main content TRENDING: Improving Maternal CareMA Still Going StrongPodcast: Cost Containment Strategies TOPICS EVENTS RESOURCES SUBSCRIBE WHAT 10 CEOS SAID ABOUT WORKFORCE CHALLENGES IN 2023 ANALYSIS | BY JAY ASSER | DECEMBER 29, 2023 TOPICS Business Strategy CEO Employees Finance The area of focus was top of mind for leaders across the industry. Workforce was arguably the biggest pain point for CEOs in 2023 as hospital leaders across the country were forced to consider ways to address labor costs and shortages. Over the past year, HealthLeaders spoke to CEOs from a wide range of organizations—big and small, urban and rural—and keeping the workforce strong was often one of the first things that was mentioned. Here’s what 10 CEOs said about workforce challenges in 2023: ROXANNA GAPSTUR, WELLSPAN HEALTH The president and CEO of the nonprofit integrated health system shared five steps that the organization has taken for a “multi-pronged approach” to tackling labor shortages. Those steps include becoming a preferred employer and streamlining recruitment. GET THE LATEST ON HEALTHCARE LEADERSHIP IN YOUR INBOX. SUBSCRIBE TIFFANY MILLER, YOAKUM COMMUNITY HOSPITAL At the rural, 23-bed critical access hospital in Yoakum, Texas, the priority has been on recruitment and retention of qualified staff, Miller said. That requires being transparent with your team about the importance of fiscal stewardship. DENNIS MATHEIS, SENTARA HEALTHCARE Matheis explained how the nonprofit health system has invested in its workforce with pay and benefit increases, as well as adding several thousand new employees. The organization also put together a 10-year workforce plan, even though Matheis acknowledged it could quickly become outdated in a ever-changing climate. MICHAEL SLUBOWSKI, TRINITY HEALTH The operator of 88 hospitals across 26 states saw labor costs rise significantly, forcing it to get creative. By implementing new care models, Slubowski said, Trinity has been able to keep nurses who otherwise would have left the profession. ERIC DICKSON, UMASS MEMORIAL HEALTH Dickson, who has experience as an emergency physician, revealed that the health system has implemented over 100,000 ideas from frontline workers over the 10 years he’s been at the helm. Embracing innovation has allowed the organization to find “new and better ways to do things.” TOMMY IBRAHIM, BASSETT HEALTHCARE NETWORK During his time guiding the rural health system, Ibrahim tried to take what he learned from the pandemic to strengthen the organization’s workforce. Addressing “weakened infrastructure that’s now become weaker” was critical to ensuring the sustainability of the organization. JOHN COURIS, TAMPA GENERAL HOSPITAL Tampa General Hospital found financial success through curbing its reliance on agency staffing. Couris said the organization’s agency usage fell by 70%, allowing the health system to invest in its own workforce. SCOTT WESTER, MEMORIAL HEALTHCARE SYSTEM The South Florida-based nonprofit system slashed staff turnover and lowered utilization of agency nurse traveleres and outside contracts. Wester said he was impressed with how the organization “changed the narrative on our workforce.” JOE PERRAS, CHESHIRE MEDICAL CENTER The recently-appointed CEO of the rural hospital shared his plans to get out of the red, which includes accounting for a hyper mobile workforce. Rather than completely eliminating reliance on traveling nurses and traveler tech position, Perras said the hospital must find ways to pay them to maintain high quality of care. MICHAEL CHARLTON, ATLANTICARE HEALTH SYSTEM The new leader of the Atlantic County-based health system stressed that workforce was his main priority since taking over the position, but also offered his insight on CEO turnover in the industry. Charlton said “the pressures have just gotten overwhelming” for CEOs and that has contributed to resignations and retirements. Jay Asser is the contributing editor for strategy at HealthLeaders. SHARE THIS: TAGGED UNDER:BUSINESS STRATEGY CEO EMPLOYEES FINANCE RECOMMENDED FOR YOU New non-opioid pain meds hold promise, but Face clinical development and insurer challenges Amwell says telehealth usage dipped amid milder flu season New pain medicine may be safer alternative to opioids Philly's HUP Cedar waited four days to splint a patient’s broken wrist, state inspectors find MOST POPULAR #1 RESEARCHER: PAXLOVID IS 'GAME CHANGER' IN TREATMENT OF COVID-19 Recent research on Paxlovid shows there is "solid data on its effectiveness," a co-author of the study told HealthLeaders. ... READ MORE #2 BON SECOURS MERCY HEALTH INVESTS IN LOCAL SUPPLIER OF PPE A new personal protective equipment manufacturing company is set to open in Cincinnati next year. ... READ MORE USEFUL LINKS Advertise Contact Us About HealthLeaders Resources Terms of Use & Privacy PolicyHealthLeaders © 2024 Skip to main content TRENDING: Improving Maternal CareMA Still Going StrongPodcast: Cost Containment Strategies TOPICS EVENTS RESOURCES SUBSCRIBE WHAT 10 CEOS SAID ABOUT WORKFORCE CHALLENGES IN 2023 ANALYSIS | BY JAY ASSER | DECEMBER 29, 2023 TOPICS Business Strategy CEO Employees Finance The area of focus was top of mind for leaders across the industry. Workforce was arguably the biggest pain point for CEOs in 2023 as hospital leaders across the country were forced to consider ways to address labor costs and shortages. Over the past year, HealthLeaders spoke to CEOs from a wide range of organizations—big and small, urban and rural—and keeping the workforce strong was often one of the first things that was mentioned. Here’s what 10 CEOs said about workforce challenges in 2023: ROXANNA GAPSTUR, WELLSPAN HEALTH The president and CEO of the nonprofit integrated health system shared five steps that the organization has taken for a “multi-pronged approach” to tackling labor shortages. Those steps include becoming a preferred employer and streamlining recruitment. GET THE LATEST ON HEALTHCARE LEADERSHIP IN YOUR INBOX. SUBSCRIBE TIFFANY MILLER, YOAKUM COMMUNITY HOSPITAL At the rural, 23-bed critical access hospital in Yoakum, Texas, the priority has been on recruitment and retention of qualified staff, Miller said. That requires being transparent with your team about the importance of fiscal stewardship. DENNIS MATHEIS, SENTARA HEALTHCARE Matheis explained how the nonprofit health system has invested in its workforce with pay and benefit increases, as well as adding several thousand new employees. The organization also put together a 10-year workforce plan, even though Matheis acknowledged it could quickly become outdated in a ever-changing climate. MICHAEL SLUBOWSKI, TRINITY HEALTH The operator of 88 hospitals across 26 states saw labor costs rise significantly, forcing it to get creative. By implementing new care models, Slubowski said, Trinity has been able to keep nurses who otherwise would have left the profession. ERIC DICKSON, UMASS MEMORIAL HEALTH Dickson, who has experience as an emergency physician, revealed that the health system has implemented over 100,000 ideas from frontline workers over the 10 years he’s been at the helm. Embracing innovation has allowed the organization to find “new and better ways to do things.” TOMMY IBRAHIM, BASSETT HEALTHCARE NETWORK During his time guiding the rural health system, Ibrahim tried to take what he learned from the pandemic to strengthen the organization’s workforce. Addressing “weakened infrastructure that’s now become weaker” was critical to ensuring the sustainability of the organization. JOHN COURIS, TAMPA GENERAL HOSPITAL Tampa General Hospital found financial success through curbing its reliance on agency staffing. Couris said the organization’s agency usage fell by 70%, allowing the health system to invest in its own workforce. SCOTT WESTER, MEMORIAL HEALTHCARE SYSTEM The South Florida-based nonprofit system slashed staff turnover and lowered utilization of agency nurse traveleres and outside contracts. Wester said he was impressed with how the organization “changed the narrative on our workforce.” JOE PERRAS, CHESHIRE MEDICAL CENTER The recently-appointed CEO of the rural hospital shared his plans to get out of the red, which includes accounting for a hyper mobile workforce. Rather than completely eliminating reliance on traveling nurses and traveler tech position, Perras said the hospital must find ways to pay them to maintain high quality of care. MICHAEL CHARLTON, ATLANTICARE HEALTH SYSTEM The new leader of the Atlantic County-based health system stressed that workforce was his main priority since taking over the position, but also offered his insight on CEO turnover in the industry. Charlton said “the pressures have just gotten overwhelming” for CEOs and that has contributed to resignations and retirements. Jay Asser is the contributing editor for strategy at HealthLeaders. SHARE THIS: TAGGED UNDER:BUSINESS STRATEGY CEO EMPLOYEES FINANCE RECOMMENDED FOR YOU New non-opioid pain meds hold promise, but Face clinical development and insurer challenges Amwell says telehealth usage dipped amid milder flu season New pain medicine may be safer alternative to opioids Philly's HUP Cedar waited four days to splint a patient’s broken wrist, state inspectors find MOST POPULAR #1 RESEARCHER: PAXLOVID IS 'GAME CHANGER' IN TREATMENT OF COVID-19 Recent research on Paxlovid shows there is "solid data on its effectiveness," a co-author of the study told HealthLeaders. ... READ MORE #2 BON SECOURS MERCY HEALTH INVESTS IN LOCAL SUPPLIER OF PPE A new personal protective equipment manufacturing company is set to open in Cincinnati next year. ... READ MORE USEFUL LINKS Advertise Contact Us About HealthLeaders Resources Terms of Use & Privacy PolicyHealthLeaders © 2024 ShareThis Copy and PasteSkip to main content TRENDING: Improving Maternal CareMA Still Going StrongPodcast: Cost Containment Strategies TOPICS EVENTS RESOURCES SUBSCRIBE WHAT 10 CEOS SAID ABOUT WORKFORCE CHALLENGES IN 2023 ANALYSIS | BY JAY ASSER | DECEMBER 29, 2023 TOPICS Business Strategy CEO Employees Finance The area of focus was top of mind for leaders across the industry. Workforce was arguably the biggest pain point for CEOs in 2023 as hospital leaders across the country were forced to consider ways to address labor costs and shortages. Over the past year, HealthLeaders spoke to CEOs from a wide range of organizations—big and small, urban and rural—and keeping the workforce strong was often one of the first things that was mentioned. Here’s what 10 CEOs said about workforce challenges in 2023: ROXANNA GAPSTUR, WELLSPAN HEALTH The president and CEO of the nonprofit integrated health system shared five steps that the organization has taken for a “multi-pronged approach” to tackling labor shortages. Those steps include becoming a preferred employer and streamlining recruitment. GET THE LATEST ON HEALTHCARE LEADERSHIP IN YOUR INBOX. SUBSCRIBE TIFFANY MILLER, YOAKUM COMMUNITY HOSPITAL At the rural, 23-bed critical access hospital in Yoakum, Texas, the priority has been on recruitment and retention of qualified staff, Miller said. That requires being transparent with your team about the importance of fiscal stewardship. DENNIS MATHEIS, SENTARA HEALTHCARE Matheis explained how the nonprofit health system has invested in its workforce with pay and benefit increases, as well as adding several thousand new employees. The organization also put together a 10-year workforce plan, even though Matheis acknowledged it could quickly become outdated in a ever-changing climate. MICHAEL SLUBOWSKI, TRINITY HEALTH The operator of 88 hospitals across 26 states saw labor costs rise significantly, forcing it to get creative. By implementing new care models, Slubowski said, Trinity has been able to keep nurses who otherwise would have left the profession. ERIC DICKSON, UMASS MEMORIAL HEALTH Dickson, who has experience as an emergency physician, revealed that the health system has implemented over 100,000 ideas from frontline workers over the 10 years he’s been at the helm. Embracing innovation has allowed the organization to find “new and better ways to do things.” TOMMY IBRAHIM, BASSETT HEALTHCARE NETWORK During his time guiding the rural health system, Ibrahim tried to take what he learned from the pandemic to strengthen the organization’s workforce. Addressing “weakened infrastructure that’s now become weaker” was critical to ensuring the sustainability of the organization. JOHN COURIS, TAMPA GENERAL HOSPITAL Tampa General Hospital found financial success through curbing its reliance on agency staffing. Couris said the organization’s agency usage fell by 70%, allowing the health system to invest in its own workforce. SCOTT WESTER, MEMORIAL HEALTHCARE SYSTEM The South Florida-based nonprofit system slashed staff turnover and lowered utilization of agency nurse traveleres and outside contracts. Wester said he was impressed with how the organization “changed the narrative on our workforce.” JOE PERRAS, CHESHIRE MEDICAL CENTER The recently-appointed CEO of the rural hospital shared his plans to get out of the red, which includes accounting for a hyper mobile workforce. Rather than completely eliminating reliance on traveling nurses and traveler tech position, Perras said the hospital must find ways to pay them to maintain high quality of care. MICHAEL CHARLTON, ATLANTICARE HEALTH SYSTEM The new leader of the Atlantic County-based health system stressed that workforce was his main priority since taking over the position, but also offered his insight on CEO turnover in the industry. Charlton said “the pressures have just gotten overwhelming” for CEOs and that has contributed to resignations and retirements. Jay Asser is the contributing editor for strategy at HealthLeaders. SHARE THIS: TAGGED UNDER:BUSINESS STRATEGY CEO EMPLOYEES FINANCE RECOMMENDED FOR YOU New non-opioid pain meds hold promise, but Face clinical development and insurer challenges Amwell says telehealth usage dipped amid milder flu season New pain medicine may be safer alternative to opioids Philly's HUP Cedar waited four days to splint a patient’s broken wrist, state inspectors find MOST POPULAR #1 RESEARCHER: PAXLOVID IS 'GAME CHANGER' IN TREATMENT OF COVID-19 Recent research on Paxlovid shows there is "solid data on its effectiveness," a co-author of the study told HealthLeaders. ... READ MORE #2 BON SECOURS MERCY HEALTH INVESTS IN LOCAL SUPPLIER OF PPE A new personal protective equipment manufacturing company is set to open in Cincinnati next year. ... READ MORE USEFUL LINKS Advertise Contact Us About HealthLeaders Resources Terms of Use & Privacy PolicyHealthLeaders © 2024 Skip to main content TRENDING: Improving Maternal CareMA Still Going StrongPodcast: Cost Containment Strategies TOPICS EVENTS RESOURCES SUBSCRIBE WHAT 10 CEOS SAID ABOUT WORKFORCE CHALLENGES IN 2023 ANALYSIS | BY JAY ASSER | DECEMBER 29, 2023 TOPICS Business Strategy CEO Employees Finance The area of focus was top of mind for leaders across the industry. Workforce was arguably the biggest pain point for CEOs in 2023 as hospital leaders across the country were forced to consider ways to address labor costs and shortages. Over the past year, HealthLeaders spoke to CEOs from a wide range of organizations—big and small, urban and rural—and keeping the workforce strong was often one of the first things that was mentioned. Here’s what 10 CEOs said about workforce challenges in 2023: ROXANNA GAPSTUR, WELLSPAN HEALTH The president and CEO of the nonprofit integrated health system shared five steps that the organization has taken for a “multi-pronged approach” to tackling labor shortages. Those steps include becoming a preferred employer and streamlining recruitment. GET THE LATEST ON HEALTHCARE LEADERSHIP IN YOUR INBOX. SUBSCRIBE TIFFANY MILLER, YOAKUM COMMUNITY HOSPITAL At the rural, 23-bed critical access hospital in Yoakum, Texas, the priority has been on recruitment and retention of qualified staff, Miller said. That requires being transparent with your team about the importance of fiscal stewardship. DENNIS MATHEIS, SENTARA HEALTHCARE Matheis explained how the nonprofit health system has invested in its workforce with pay and benefit increases, as well as adding several thousand new employees. The organization also put together a 10-year workforce plan, even though Matheis acknowledged it could quickly become outdated in a ever-changing climate. MICHAEL SLUBOWSKI, TRINITY HEALTH The operator of 88 hospitals across 26 states saw labor costs rise significantly, forcing it to get creative. By implementing new care models, Slubowski said, Trinity has been able to keep nurses who otherwise would have left the profession. ERIC DICKSON, UMASS MEMORIAL HEALTH Dickson, who has experience as an emergency physician, revealed that the health system has implemented over 100,000 ideas from frontline workers over the 10 years he’s been at the helm. Embracing innovation has allowed the organization to find “new and better ways to do things.” TOMMY IBRAHIM, BASSETT HEALTHCARE NETWORK During his time guiding the rural health system, Ibrahim tried to take what he learned from the pandemic to strengthen the organization’s workforce. Addressing “weakened infrastructure that’s now become weaker” was critical to ensuring the sustainability of the organization. JOHN COURIS, TAMPA GENERAL HOSPITAL Tampa General Hospital found financial success through curbing its reliance on agency staffing. Couris said the organization’s agency usage fell by 70%, allowing the health system to invest in its own workforce. SCOTT WESTER, MEMORIAL HEALTHCARE SYSTEM The South Florida-based nonprofit system slashed staff turnover and lowered utilization of agency nurse traveleres and outside contracts. Wester said he was impressed with how the organization “changed the narrative on our workforce.” JOE PERRAS, CHESHIRE MEDICAL CENTER The recently-appointed CEO of the rural hospital shared his plans to get out of the red, which includes accounting for a hyper mobile workforce. Rather than completely eliminating reliance on traveling nurses and traveler tech position, Perras said the hospital must find ways to pay them to maintain high quality of care. MICHAEL CHARLTON, ATLANTICARE HEALTH SYSTEM The new leader of the Atlantic County-based health system stressed that workforce was his main priority since taking over the position, but also offered his insight on CEO turnover in the industry. Charlton said “the pressures have just gotten overwhelming” for CEOs and that has contributed to resignations and retirements. Jay Asser is the contributing editor for strategy at HealthLeaders. SHARE THIS: TAGGED UNDER:BUSINESS STRATEGY CEO EMPLOYEES FINANCE RECOMMENDED FOR YOU New non-opioid pain meds hold promise, but Face clinical development and insurer challenges Amwell says telehealth usage dipped amid milder flu season New pain medicine may be safer alternative to opioids Philly's HUP Cedar waited four days to splint a patient’s broken wrist, state inspectors find MOST POPULAR #1 RESEARCHER: PAXLOVID IS 'GAME CHANGER' IN TREATMENT OF COVID-19 Recent research on Paxlovid shows there is "solid data on its effectiveness," a co-author of the study told HealthLeaders. ... READ MORE #2 BON SECOURS MERCY HEALTH INVESTS IN LOCAL SUPPLIER OF PPE A new personal protective equipment manufacturing company is set to open in Cincinnati next year. ... READ MORE USEFUL LINKS Advertise Contact Us About HealthLeaders Resources Terms of Use & Privacy PolicyHealthLeaders © 2024 Skip to main content TRENDING: Improving Maternal CareMA Still Going StrongPodcast: Cost Containment Strategies TOPICS EVENTS RESOURCES SUBSCRIBE WHAT 10 CEOS SAID ABOUT WORKFORCE CHALLENGES IN 2023 ANALYSIS | BY JAY ASSER | DECEMBER 29, 2023 TOPICS Business Strategy CEO Employees Finance The area of focus was top of mind for leaders across the industry. Workforce was arguably the biggest pain point for CEOs in 2023 as hospital leaders across the country were forced to consider ways to address labor costs and shortages. Over the past year, HealthLeaders spoke to CEOs from a wide range of organizations—big and small, urban and rural—and keeping the workforce strong was often one of the first things that was mentioned. Here’s what 10 CEOs said about workforce challenges in 2023: ROXANNA GAPSTUR, WELLSPAN HEALTH The president and CEO of the nonprofit integrated health system shared five steps that the organization has taken for a “multi-pronged approach” to tackling labor shortages. Those steps include becoming a preferred employer and streamlining recruitment. GET THE LATEST ON HEALTHCARE LEADERSHIP IN YOUR INBOX. SUBSCRIBE TIFFANY MILLER, YOAKUM COMMUNITY HOSPITAL At the rural, 23-bed critical access hospital in Yoakum, Texas, the priority has been on recruitment and retention of qualified staff, Miller said. That requires being transparent with your team about the importance of fiscal stewardship. DENNIS MATHEIS, SENTARA HEALTHCARE Matheis explained how the nonprofit health system has invested in its workforce with pay and benefit increases, as well as adding several thousand new employees. The organization also put together a 10-year workforce plan, even though Matheis acknowledged it could quickly become outdated in a ever-changing climate. MICHAEL SLUBOWSKI, TRINITY HEALTH The operator of 88 hospitals across 26 states saw labor costs rise significantly, forcing it to get creative. By implementing new care models, Slubowski said, Trinity has been able to keep nurses who otherwise would have left the profession. ERIC DICKSON, UMASS MEMORIAL HEALTH Dickson, who has experience as an emergency physician, revealed that the health system has implemented over 100,000 ideas from frontline workers over the 10 years he’s been at the helm. Embracing innovation has allowed the organization to find “new and better ways to do things.” TOMMY IBRAHIM, BASSETT HEALTHCARE NETWORK During his time guiding the rural health system, Ibrahim tried to take what he learned from the pandemic to strengthen the organization’s workforce. Addressing “weakened infrastructure that’s now become weaker” was critical to ensuring the sustainability of the organization. JOHN COURIS, TAMPA GENERAL HOSPITAL Tampa General Hospital found financial success through curbing its reliance on agency staffing. Couris said the organization’s agency usage fell by 70%, allowing the health system to invest in its own workforce. SCOTT WESTER, MEMORIAL HEALTHCARE SYSTEM The South Florida-based nonprofit system slashed staff turnover and lowered utilization of agency nurse traveleres and outside contracts. Wester said he was impressed with how the organization “changed the narrative on our workforce.” JOE PERRAS, CHESHIRE MEDICAL CENTER The recently-appointed CEO of the rural hospital shared his plans to get out of the red, which includes accounting for a hyper mobile workforce. Rather than completely eliminating reliance on traveling nurses and traveler tech position, Perras said the hospital must find ways to pay them to maintain high quality of care. MICHAEL CHARLTON, ATLANTICARE HEALTH SYSTEM The new leader of the Atlantic County-based health system stressed that workforce was his main priority since taking over the position, but also offered his insight on CEO turnover in the industry. Charlton said “the pressures have just gotten overwhelming” for CEOs and that has contributed to resignations and retirements. Jay Asser is the contributing editor for strategy at HealthLeaders. SHARE THIS: TAGGED UNDER:BUSINESS STRATEGY CEO EMPLOYEES FINANCE RECOMMENDED FOR YOU New non-opioid pain meds hold promise, but Face clinical development and insurer challenges Amwell says telehealth usage dipped amid milder flu season New pain medicine may be safer alternative to opioids Philly's HUP Cedar waited four days to splint a patient’s broken wrist, state inspectors find MOST POPULAR #1 RESEARCHER: PAXLOVID IS 'GAME CHANGER' IN TREATMENT OF COVID-19 Recent research on Paxlovid shows there is "solid data on its effectiveness," a co-author of the study told HealthLeaders. ... READ MORE #2 BON SECOURS MERCY HEALTH INVESTS IN LOCAL SUPPLIER OF PPE A new personal protective equipment manufacturing company is set to open in Cincinnati next year. ... READ MORE USEFUL LINKS Advertise Contact Us About HealthLeaders Resources Terms of Use & Privacy PolicyHealthLeaders © 2024 ShareThis Copy and PasteSkip to main content TRENDING: Improving Maternal CareMA Still Going StrongPodcast: Cost Containment Strategies TOPICS EVENTS RESOURCES SUBSCRIBE WHAT 10 CEOS SAID ABOUT WORKFORCE CHALLENGES IN 2023 ANALYSIS | BY JAY ASSER | DECEMBER 29, 2023 TOPICS Business Strategy CEO Employees Finance The area of focus was top of mind for leaders across the industry. Workforce was arguably the biggest pain point for CEOs in 2023 as hospital leaders across the country were forced to consider ways to address labor costs and shortages. Over the past year, HealthLeaders spoke to CEOs from a wide range of organizations—big and small, urban and rural—and keeping the workforce strong was often one of the first things that was mentioned. Here’s what 10 CEOs said about workforce challenges in 2023: ROXANNA GAPSTUR, WELLSPAN HEALTH The president and CEO of the nonprofit integrated health system shared five steps that the organization has taken for a “multi-pronged approach” to tackling labor shortages. Those steps include becoming a preferred employer and streamlining recruitment. GET THE LATEST ON HEALTHCARE LEADERSHIP IN YOUR INBOX. SUBSCRIBE TIFFANY MILLER, YOAKUM COMMUNITY HOSPITAL At the rural, 23-bed critical access hospital in Yoakum, Texas, the priority has been on recruitment and retention of qualified staff, Miller said. That requires being transparent with your team about the importance of fiscal stewardship. DENNIS MATHEIS, SENTARA HEALTHCARE Matheis explained how the nonprofit health system has invested in its workforce with pay and benefit increases, as well as adding several thousand new employees. The organization also put together a 10-year workforce plan, even though Matheis acknowledged it could quickly become outdated in a ever-changing climate. MICHAEL SLUBOWSKI, TRINITY HEALTH The operator of 88 hospitals across 26 states saw labor costs rise significantly, forcing it to get creative. By implementing new care models, Slubowski said, Trinity has been able to keep nurses who otherwise would have left the profession. ERIC DICKSON, UMASS MEMORIAL HEALTH Dickson, who has experience as an emergency physician, revealed that the health system has implemented over 100,000 ideas from frontline workers over the 10 years he’s been at the helm. Embracing innovation has allowed the organization to find “new and better ways to do things.” TOMMY IBRAHIM, BASSETT HEALTHCARE NETWORK During his time guiding the rural health system, Ibrahim tried to take what he learned from the pandemic to strengthen the organization’s workforce. Addressing “weakened infrastructure that’s now become weaker” was critical to ensuring the sustainability of the organization. JOHN COURIS, TAMPA GENERAL HOSPITAL Tampa General Hospital found financial success through curbing its reliance on agency staffing. Couris said the organization’s agency usage fell by 70%, allowing the health system to invest in its own workforce. SCOTT WESTER, MEMORIAL HEALTHCARE SYSTEM The South Florida-based nonprofit system slashed staff turnover and lowered utilization of agency nurse traveleres and outside contracts. Wester said he was impressed with how the organization “changed the narrative on our workforce.” JOE PERRAS, CHESHIRE MEDICAL CENTER The recently-appointed CEO of the rural hospital shared his plans to get out of the red, which includes accounting for a hyper mobile workforce. Rather than completely eliminating reliance on traveling nurses and traveler tech position, Perras said the hospital must find ways to pay them to maintain high quality of care. MICHAEL CHARLTON, ATLANTICARE HEALTH SYSTEM The new leader of the Atlantic County-based health system stressed that workforce was his main priority since taking over the position, but also offered his insight on CEO turnover in the industry. Charlton said “the pressures have just gotten overwhelming” for CEOs and that has contributed to resignations and retirements. Jay Asser is the contributing editor for strategy at HealthLeaders. SHARE THIS: TAGGED UNDER:BUSINESS STRATEGY CEO EMPLOYEES FINANCE RECOMMENDED FOR YOU New non-opioid pain meds hold promise, but Face clinical development and insurer challenges Amwell says telehealth usage dipped amid milder flu season New pain medicine may be safer alternative to opioids Philly's HUP Cedar waited four days to splint a patient’s broken wrist, state inspectors find MOST POPULAR #1 RESEARCHER: PAXLOVID IS 'GAME CHANGER' IN TREATMENT OF COVID-19 Recent research on Paxlovid shows there is "solid data on its effectiveness," a co-author of the study told HealthLeaders. ... READ MORE #2 BON SECOURS MERCY HEALTH INVESTS IN LOCAL SUPPLIER OF PPE A new personal protective equipment manufacturing company is set to open in Cincinnati next year. ... READ MORE USEFUL LINKS Advertise Contact Us About HealthLeaders Resources Terms of Use & Privacy PolicyHealthLeaders © 2024 Skip to main content TRENDING: Improving Maternal CareMA Still Going StrongPodcast: Cost Containment Strategies TOPICS EVENTS RESOURCES SUBSCRIBE WHAT 10 CEOS SAID ABOUT WORKFORCE CHALLENGES IN 2023 ANALYSIS | BY JAY ASSER | DECEMBER 29, 2023 TOPICS Business Strategy CEO Employees Finance The area of focus was top of mind for leaders across the industry. Workforce was arguably the biggest pain point for CEOs in 2023 as hospital leaders across the country were forced to consider ways to address labor costs and shortages. Over the past year, HealthLeaders spoke to CEOs from a wide range of organizations—big and small, urban and rural—and keeping the workforce strong was often one of the first things that was mentioned. Here’s what 10 CEOs said about workforce challenges in 2023: ROXANNA GAPSTUR, WELLSPAN HEALTH The president and CEO of the nonprofit integrated health system shared five steps that the organization has taken for a “multi-pronged approach” to tackling labor shortages. Those steps include becoming a preferred employer and streamlining recruitment. GET THE LATEST ON HEALTHCARE LEADERSHIP IN YOUR INBOX. SUBSCRIBE TIFFANY MILLER, YOAKUM COMMUNITY HOSPITAL At the rural, 23-bed critical access hospital in Yoakum, Texas, the priority has been on recruitment and retention of qualified staff, Miller said. That requires being transparent with your team about the importance of fiscal stewardship. DENNIS MATHEIS, SENTARA HEALTHCARE Matheis explained how the nonprofit health system has invested in its workforce with pay and benefit increases, as well as adding several thousand new employees. The organization also put together a 10-year workforce plan, even though Matheis acknowledged it could quickly become outdated in a ever-changing climate. MICHAEL SLUBOWSKI, TRINITY HEALTH The operator of 88 hospitals across 26 states saw labor costs rise significantly, forcing it to get creative. By implementing new care models, Slubowski said, Trinity has been able to keep nurses who otherwise would have left the profession. ERIC DICKSON, UMASS MEMORIAL HEALTH Dickson, who has experience as an emergency physician, revealed that the health system has implemented over 100,000 ideas from frontline workers over the 10 years he’s been at the helm. Embracing innovation has allowed the organization to find “new and better ways to do things.” TOMMY IBRAHIM, BASSETT HEALTHCARE NETWORK During his time guiding the rural health system, Ibrahim tried to take what he learned from the pandemic to strengthen the organization’s workforce. Addressing “weakened infrastructure that’s now become weaker” was critical to ensuring the sustainability of the organization. JOHN COURIS, TAMPA GENERAL HOSPITAL Tampa General Hospital found financial success through curbing its reliance on agency staffing. Couris said the organization’s agency usage fell by 70%, allowing the health system to invest in its own workforce. SCOTT WESTER, MEMORIAL HEALTHCARE SYSTEM The South Florida-based nonprofit system slashed staff turnover and lowered utilization of agency nurse traveleres and outside contracts. Wester said he was impressed with how the organization “changed the narrative on our workforce.” JOE PERRAS, CHESHIRE MEDICAL CENTER The recently-appointed CEO of the rural hospital shared his plans to get out of the red, which includes accounting for a hyper mobile workforce. Rather than completely eliminating reliance on traveling nurses and traveler tech position, Perras said the hospital must find ways to pay them to maintain high quality of care. MICHAEL CHARLTON, ATLANTICARE HEALTH SYSTEM The new leader of the Atlantic County-based health system stressed that workforce was his main priority since taking over the position, but also offered his insight on CEO turnover in the industry. Charlton said “the pressures have just gotten overwhelming” for CEOs and that has contributed to resignations and retirements. Jay Asser is the contributing editor for strategy at HealthLeaders. SHARE THIS: TAGGED UNDER:BUSINESS STRATEGY CEO EMPLOYEES FINANCE RECOMMENDED FOR YOU New non-opioid pain meds hold promise, but Face clinical development and insurer challenges Amwell says telehealth usage dipped amid milder flu season New pain medicine may be safer alternative to opioids Philly's HUP Cedar waited four days to splint a patient’s broken wrist, state inspectors find MOST POPULAR #1 RESEARCHER: PAXLOVID IS 'GAME CHANGER' IN TREATMENT OF COVID-19 Recent research on Paxlovid shows there is "solid data on its effectiveness," a co-author of the study told HealthLeaders. ... READ MORE #2 BON SECOURS MERCY HEALTH INVESTS IN LOCAL SUPPLIER OF PPE A new personal protective equipment manufacturing company is set to open in Cincinnati next year. ... READ MORE USEFUL LINKS Advertise Contact Us About HealthLeaders Resources Terms of Use & Privacy PolicyHealthLeaders © 2024 ShareThis Copy and Paste