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.
At any organization, change is inevitable — and necessary! Whether team members retire or take on new positions, it’s natural to expect roles to change over time as a product of growth. While change is the only constant, it can still create setbacks for both the individual and organization when those stepping up to take on new responsibilities, and those that will be impacted by the change, are not properly prepared.
In this timely article, we are sharing the unique and triumphant story of how Northeast Georgia Health System (NGHS) cultivated physician engagement despite the myriad challenges of COVID-19 by leveraging our Applied Physician Leadership Academy (APLA).
Emotional intelligence is defined as the ability to recognize, understand and manage our own emotions and to recognize, understand and influence the emotions of others. The term was coined by two researchers, Peter Salavoy and John Mayer, and then later popularized by American psychologist, Daniel Goleman, in his 1996 book, Emotional Intelligence. Essentially, emotional intelligence encompasses the practice of skillfully expressing one’s own emotions and having the ability to manage interpersonal relationships with empathy.
Significant societal issues including the pandemic, social injustices, and economic turmoil have forced every organization, its leaders, and its workforce to dive headfirst into a “new normal.” The health ecosystem, in particular, has been hit hard, having to reinvent the very nature of work to support their employees, patients, and communities with compassion — amid limited resources — through one of the most critical periods in our lifetimes. What are organizations doing to build their workforces’ capabilities to embrace the “new normal?”
Due to imminent societal and economic challenges, leaders from organizations spanning all industries are shifting their priorities in 2022. According to Gartner, approximately 60% of HR leaders’ number one priority in 2022 is to build critical skills and competencies. Consequently, there are key leadership development trends to stay on top of to ensure success within your organization in this new year and beyond. From the Great Resignation to increasing team effectiveness in hybrid workforces, we’re highlighting the top 11 leadership development trends for 2022.
