HWL Insights

South Shore Health (SSH) has long been a leader in delivering exceptional care. As Massachusetts’ only community-based Level III NICU and one of just three Level II Trauma Centers in the state, SSH sets the standard for regional healthcare. Its nationally recognized cardiac program performs more than 3,500 procedures annually and consistently ranks among the top 10 hospitals in the state.

Exploring thought leadership in healthcare through engaging conversations with industry leaders

Staffing shortages, rising costs, compliance complexities, and more have been some of the most common challenges in the healthcare space for the past few years. Legacy systems and medical devices also pose cybersecurity risks that are often overlooked. Outdated staffing protocols foster inefficiency and lost revenue.

In a compelling industry panel discussion hosted by Health Connect South, four healthcare leaders came together to share their perspectives on an industry at a crossroads. The panel discussion, The State of Healthcare: Industry Leaders Perspectives, which brought together voices from different corners of healthcare, revealed both the challenges and opportunities that lie ahead in transforming healthcare. 

In a healthcare industry where innovation and compassion intersect, true progress is rooted in diversity, equity, and inclusion (DEI). Beth Israel Lahey Health (BILH), serving the northern suburbs of Boston, has redefined what it means to champion these values. With the support of HWL, BILH’s Disadvantaged Business Enterprises (DBE) program is not just a checkbox; it’s an impactful initiative that integrates diverse suppliers into the very fabric of its operations, driving forward a new era of inclusivity in healthcare.

HWL's suite of workforce solutions has helped hundreds of healthcare organizations cut staffing costs, maintain quality of care, and improve recruiting strategies to foster future success. We're always putting out the word that services such as Managed Service Programs (MSP), Vendor Management Systems (VMS), internal agencies, and more are all essential to implement in the face of industry-wide staffing challenges. 

In the dynamic realm of healthcare workforce solutions, the tug-of-war between a mission-driven approach and a metric-oriented mindset often takes center stage. Balancing the human-centric ethos of healthcare with the demands of efficiency and performance metrics presents a challenge for managers and administrators, both internally at health systems and externally with agency or other partners. Understanding the nuances between these two mindsets is crucial for creating an effective workforce strategy that prioritizes both the mission of care and operational excellence.

Internal resource pools (IRP) have become a staple in successful healthcare talent management strategies for organizations big and small. Also referred to as float pools, IRPs act as a database of contingent staff to help manage their credentials, schedules, and more. With each employees' information stored in one location, facilities can fill openings on short notice, improve patient outcomes, contribute to their talent retention efforts, and more.

Sourcing talent in the healthcare industry has proven to be a tricky endeavor for facilities big and small. Between talent shortages, an aging baby boomer generation increasing demand for health services, and a large portion of the workforce reaching retirement age, recruiters have had their work cut out for them for quite some time. In fact, an estimated 900,000 registered nurses intend to leave their positions by 2027 due to burnout, stress, and retirement.

One of the most significant challenges that hospitals have faced for years is the shortage of skilled workers. This, in turn, has made recruiting extremely competitive — if hospitals are all vying for the same candidates in the same labor pool, whoever offers the most will win. So, it's no wonder the industry average time to fill positions is 49 days.

Tracy Kettler is a highly accomplished professional with extensive experience in healthcare workforce solutions, operations and strategic business relationships. As the Vice President, Account Management at Nomad Health, she successfully led the expansion of the account management team, developed training programs, and improved supplier rankings. Tracy's career highlights include leadership roles at AMN Healthcare and RightSourcing Inc., where she managed large client portfolios and implemented successful programs. With a degree and progressive experience, Tracy has been recognized by leadership, peers, and clients for her deep understanding of workforce solutions in healthcare. Her expertise spans all facets of implementation, client services and delivery for many industry-leading healthcare systems.

Lee Health is among the most extensive not-for-profit public health systems in the United States, with over 950 primary and specialty care physicians and advanced practitioners serving patients across Southwest Florida in more than 100 practice locations.

HWL is proud to announce Reed Parsons as the Senior Director of Sales Enablement, the latest team member to join our organization. Reed brings a wealth of experience and strategic leadership to his role, marked by a remarkable career in the dynamic field of sales and enablement. Throughout his journey, Reed has consistently made impactful contributions, showcasing his ability to drive organizational success through innovative approaches and meticulous execution.

HWL Works is a holistic approach to healthcare staffing management that considers  all of your business's goals, pain points, and everything in between. From a state-of-the-art vendor management system (VMS) platform, managed service program (MSP), and locums management services to helping you create an internal agency and source talent directly, our suite of workforce solutions helps you attain organizational imperatives.

The healthcare industry's staffing woes have been ongoing for decades, despite being exacerbated over the past few years. In 2017, the majority of the nursing workforce was at retirement age, with similar trends observed among physicians. Coupled with burnout and increased strain that became all too common during the pandemic, organizations big and small started to shift their hiring practices. More emphasis was put on contingent labor, which, while convenient, tends to be more expensive.

It is our absolute pleasure to introduce you to our newest team member, Melissa Evans, who joins us as the newest Vice President of Business Development. With an impressive track record in the industry and a wealth of experience, Melissa brings a fresh perspective and boundless enthusiasm to our team.

It is with immense pride and enthusiasm that we extend a heartfelt welcome to Tamara Miller, the latest addition to our HWL team as Vice President. With a career adorned with outstanding achievements and a profound dedication to the healthcare industry, her proven prowess in strategic solutions and business development is showcased through her role as Director of Strategic Solutions at Kirby Bates Associates, Orlando, where she orchestrated client-centered approaches, fostering growth and innovation. Previously, as Regional Sales Manager at Morgan Hunter Healthcare, Kansas City, Tamara displayed exceptional acumen in nurturing client relationships across six states, with a distinct focus on resolving EHR-based challenges.

It's no secret that the healthcare industry experienced unforeseen challenges that have driven innovation and adaptation in order to survive. Medical facilities have altered procedures and created new policies in order to accommodate massive influxes of patients and improve patient outcomes — but it certainly hasn't been easy, and there are still some common pain points that many organizations still deal with.

The past few years have taught healthcare organizations to expect the unexpected. While this is certainly easier said than done, one of the most effective ways to prepare for unseen threats is to develop a strategic plan that covers how to implement and manage a rapid response/surge staffing program. 

Since the Coronavirus Pandemic, many healthcare organizations have turned to utilizing contingent staff to fill gaps wherever necessary. Despite the decrease in virus cases, it appears that contingent workers — particularly in nursing — are here to stay in the post-COVID era.