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Healthcare P&Ts – Talent

Healthcare P&Ts – Talent

Critical to Care Roles

The ability to scale talent up or down in response to a crisis is essential. The talent that exists within the healthcare organization is critical not only to consider from the standpoint of how care is delivered in response to an event, but also in relation to how jobs and roles may be impacted adversely as a result of emergency efforts., e.g., providers or administrative staff whose core roles are minimized due to reduced case volume. When considering roles that required additional staffing, a healthcare organization should first identify the roles that are critical to emergency response, labeling those roles for future planning. An organization should then consider its strategy to respond to future events, recognizing that a combination of staffing strategies may be optimal including:

  • Hiring Up – Increasing the number of resources in a specific function to have available as part of business as usual and emergency response
  • Cross Training – Identifying similarly skilled resources that can be easily trained and moved into emergency response roles as a redundancy workforce
  • Temporary Staffing – Identifying temporary resource pools that can be engaged in the event of emergency resource needs
  • Reduction of Capacity Demands – Reducing the number of demands placed on key resources to alleviate the need for more headcount to respond to emergency demand

Adversely Impacted Roles & Provider Availability Constraint Planning

Adversely Impacted Roles & Provider Availability Constraint Planning When considering roles that are adversely impacted during an emergency, it is important to remain both logical and compassionate. As decisions about patient care, process changes, and financials are understood, levels of required staffing are obvious. Having the numbers allows for logical decisions about
headcount. Where possible, healthcare organizations should identify novel ways to provide work opportunities for providers and non-clinical staff to serve in an emergency capacity outside of their normal job function. When financial or training constraints limit or prevent this compassionate work transition, then the healthcare organization should scale down its defined strategies. Once again, it is likely that a combination of strategies may be optimal. It should also be noted that decision-makers should consider the risk-reward of a given strategy and recognize the additional clinical and non-clinical tasks that will be added to the workload of other resources. When the additional burden prevents adequate crisis response, strategies to consider include:

  • Reduced Work/Case Load – Resources operate in their normal job role, but with a reduced amount of work that may be tied to unit-based pay
  • Reduced Compensation – Resources continue to operate in their normal job role, but with a reduced compensation rate to ease financial constraints
  • Furlough – Resources do not work or work in extremely limited capacity with the expectation of returning to their normal job role after a period of time
  • Reduced Workforce – Resource employment is terminated with no set expectation of rehire

A final consideration is how emergency events may place limitations on the availability of critical resources. Limited access to childcare, limited transportation, a quarantined resource or loved one of a resource, or a resource in a high-risk group may all be factors that further reduce the number or availability of critical resources. Healthcare organizations should explore the impacts identified during the COVID-19 pandemic to create future response plans that are ready to deploy and offer to this
workforce.

To learn more about how your organization can plan for staffing Critical to Care roles, request our P&T white paper here.

 

 

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