There’s a new war for talent upon us as organizations face both planned and unplanned retirements coming out of the pandemic. We know that those companies with formalized succession plans are better prepared to respond to the increasingly competitive landscape for recruiting new talent and retaining existing talent.
In the complex and ever-changing world of healthcare, HR leaders face immense pressure to cultivate leadership that can navigate uncertainty, drive innovation, and foster resilience. Balancing these demands while managing day-to-day responsibilities can be overwhelming. That’s why many forward-thinking healthcare systems are turning to trusted partners like TLD Group to outsource their leadership development needs. Here’s why it’s a smart move for your organization:
While Thanksgiving is traditionally a time to reflect on giving thanks. At TLD Group, we believe that gratitude is an important daily practice for individuals and team members.
On October 20, the U.S. Surgeon General Dr. Vivek Murthy released a new framework on workplace well-being that does more than offer simple guidelines. It demonstrates how the country’s leaders are placing a new emphasis on healthy employees and workplaces as a result of the changing nature of work.
In the new post-pandemic normal, hybrid teams are the new standard. In fact, 53% of job searchers now expect to have a hybrid arrangement. For those in the health industry, finding ways to create hybrid job opportunities — and manage them — can be incredibly difficult. This is especially true for healthcare organizations as the majority of roles require in-person delivery, especially in clinical and research-oriented roles. However, for those roles that can be managed remotely, offering a flexible work schedule is no longer a nice-to-have, it’s a necessity. It’s time to start building and offering hybrid work to remain competitive in recruiting and retaining top talent.
Organizations across the health ecosystem are continuing to increase their focus on strategies dedicated to population health and community well-being by transforming healthcare delivery models aligned to value-based care. Population health and health equity are inextricably linked — the goal of population health is to improve the quality of care and outcomes for a defined group of people, while the goal of health equity is to ensure that all members of a community have an equitable access to be as healthy as possible. Without systemic change, neither of these goals can be achieved.
To navigate tough workplace challenges and hard decisions, we know that soft skills, aka Emotional Intelligence (EI), often make the difference between success and failure. Soft skills are character traits and interpersonal skills that characterize a person's relationships with work and with other people. In the workplace, soft skills are considered to be a complement to hard skills, which refer to a person's knowledge and occupational skills. Soft skills have more to do with who people are, rather than what they know. In fact, recent research concluded that 85% of job success stems from soft skills rather than skills and knowledge needed for the job.
It’s a problem we see all too often: someone has an amazing idea, like a program designed to improve community health while reducing overall costs or a plan to retain top talent amidst rising turnover rates, but other stakeholders just aren’t quite on board. Buy-in can be especially difficult for those new to leadership — 4 out of 5 new leaders don’t feel prepared to get buy-in for their vision. Coming up with an amazing idea to instigate change is only part of the process.
We are beginning to see a gradual shift in focus for healthcare organizations, from oversight of sick care to the provision of true health care. As part of this shift, the role of the Chief Population Health Officer (CPO) is growing in number and importance.
