HWL Insights

Striking a balance between cost management and high-quality employees is critical for long-term success and ensuring the integrity of patient care. However, with so many healthcare systems' over reliance on contingent labor, which often comes at a premium price, this is often easier said than done. Innovative solutions are imperative for today's healthcare leaders. 

We are thrilled to announce the addition of Robert Middlebrooks to our HWL team as the Senior Vice President of our Project Management Office. Robert brings a wealth of experience in project management, healthcare quality, and regulatory compliance, making him a valuable asset to our organization.

Of all the issues facing healthcare companies as of late, staffing is at the top of the list. From ensuring staff are being properly utilized and reducing turnover to reducing reliance on contingent staff and more, you'd be hard pressed to find a facility that hasn't experienced staffing woes of some type. 

In healthcare staffing, promoting diversity and inclusivity is not only ethically imperative but also strategically beneficial. Disadvantaged Business Enterprises (DBE) programs play a central role in achieving these goals. DBEs are businesses owned and operated by individuals confronting social and economic challenges, encompassing minority-owned, women-owned, veteran-owned, and disabled-owned enterprises, among others. These programs are designed to provide equitable access for DBEs to participate in federally funded contracts, particularly in healthcare staffing, thereby fostering supplier diversity and advancing equity in the healthcare sector.

At HWL, we believe that culture isn't just a buzzword—it's the engine that drives our success. In the healthcare field, where the stakes are high and the work is both demanding and rewarding, a positive workplace culture has a profound impact. Cultivating this culture is essential for our success and can transform our work environment in significant ways. 

In the dynamic and unpredictable business of modern healthcare, the importance of an adaptable and resilient workforce cannot be overstated. After we experience the annual year end mad dash of elective procedures patients schedule strategically to beat resetting deductibles and the long winter months of seasonal illness that require us to “staff up” for volumes, late Spring & Summer can be deceptive seasons for healthcare leaders as patient volumes decrease and staffing appears to “stabilize.” Inevitably, the reprieve is always short lived, so it is imperative we spend those calmer times planning, implementing and/or optimizing our workforce strategies for the next evolution. Even healthcare systems currently experiencing low turnover rates and minimal reliance on external contingent labor should consider investing in and optimizing an internal resource pool, or Local Insourced Flex Team (LIFT). This strategic move is crucial in addressing seasonal fluctuations in patient volume, unexpected staff absences, and the prolonged time required to fill vacancies. Additionally, it provides a local solution to the ongoing nursing shortage and serves as a retention mechanism by offering flexible work options, alternatives to travel nursing & competitive compensation that benefit both the organization and its employees.

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 wake of the COVID-19 pandemic, mental health has emerged as a critical area of concern within the healthcare sector. As healthcare organizations grapple with the economic impact of mental health costs and workforce shortages, the need for reliable staffing solutions has never been more pressing. According to recent data, the annual economic burden of mental and medical healthcare costs combined with lost productivity exceeds a staggering $220 billion in the United States alone. This figure underscores the urgency to address staffing challenges effectively to mitigate further financial strain and ensure quality patient care.

The effectiveness of how you manage your contingent workforce is as important a job as there is in healthcare leadership today.  With the rise of the gig economy and the increasing reliance on temporary workforce solutions, businesses are turning to Vendor Management Systems (VMS) and Managed Service Providers (MSP) to streamline their contingent workforce processes. However, amidst the myriad of options available, decision-makers must prioritize three key factors: Consistency, Centralization, and Configurability, often referred to as "The 3 C's".

In the world of healthcare, where the lines between day and night often blur, the concept of work-life balance can seem like a distant dream. But as a mental health expert and a leader in healthcare workforce solutions, I understand the impact that a lack of balance can have on both healthcare professionals and the patients they serve. Addressing this issue is imperative and it starts with an awareness of the impact mental health has on our workforce.

Compassionate care is a practice that fosters empathy, understanding, and deeper nurse-patient relationships in order to deliver a higher quality of care. It is a way for staff to become more familiar with the reasons for their patients' individual pain and suffering so that they can more accurately address them. 

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.

The primary concern for organizations globally lies in the realm of workforce challenges, and this is evident across various sectors. Nowhere are these challenges more pronounced than in healthcare, with continuous shortages of providers of all types.

A leading healthcare system headquartered in the Southeast, with a network of hospitals and a variety of ancillary health services, was facing a decision to continue with the status quo or insource control of their human capital and workforce solutions.

Internal resource pools (IRP), also referred to as float pools, are a fairly recent development in the healthcare space that were designed by helping organizations become more flexible and efficient in meeting their staffing needs. Different departments work at different paces and have varying needs based on fluctuating patient volume and other external factors. IRPs are a centralized database of part-time, full-time, and contracted staff who are pre-approved to work in various departments and can fill demand on short notice.

In the complex world of healthcare staffing, staying ahead requires a deep understanding of the industry. The Staffing Industry Analysts’ (SIA) 2024 Workforce Solutions Buyer Survey, focusing on the United States, sheds light on how organizations manage their flexible workforce, their supplier strategies, and what they prioritize for the future.

Healthcare organizations of all types of focus on addressing their staffing challenges in many ways, and one area that is of growing focus is physician and provider internal resource pools (IRP), often more generally referred to as “float pools”.

The healthcare industry stands at a pivotal moment in its evolution, particularly in how it approaches staffing. Traditional models, while stable, often lack the flexibility to meet the dynamic demands of modern healthcare environments. Enter the concept of internal gig pools—a revolutionary staffing model that combines the adaptability of gig work with the structure of traditional employment. This model is transforming healthcare staffing, presenting a future where adaptability, efficiency, and employee satisfaction converge. 

The gig economy, characterized by its flexible freelance work arrangements, has seen a meteoric rise across various sectors, fundamentally altering traditional employment models. In healthcare, this shift offers a novel lens through which staffing strategies can be reevaluated and optimized. The adaptation to gig economy principles within healthcare staffing is not just timely; it’s proving to be a synergistic match that brings with it a host of benefits aimed at enhancing operational efficiency, employee satisfaction, and patient care.

Mental health is a vital component to any workforce, but especially in high-stress environments such as ones found in the healthcare industry. Since May is Mental Health Awareness Month, and so much emphasis is placed on retaining key talent, we put together some data on the state of stress in healthcare, the toll it can take on a workforce, and what organizations can do to better support their employees' wellbeing.