This Week Health

Final week of shows for the year. This Week we take a look at the top 5 issues/challenges and opportunities facing Healthcare CIOs. Today we start with staffing. I hope you enjoy.

Transcript
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Today in health, it, we start down our list of the top five things that

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are top of mind for healthcare CEOs.

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And today.

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The conversation is about labor.

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It's about staff.

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It's about the competition for staff.

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That's what we're going to talk about.

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My name is bill Russell.

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I'm a former CIO for a 16 hospital system.

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And creator this weekend.

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It a channel dedicated to keeping health it staff current and engaged.

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All right.

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A couple of things I want to cover before we get to this topic.

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If you're unaware, we have launched four channels for

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2022 this week health academy.

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This week health community, this week health conference

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and this week health news.

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All right, so we have four channels for next year.

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Let me give you a little rundown of each one.

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Here's what I want you to do.

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I want you to hit the website.

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Click on them and go ahead and subscribe to the new channels.

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You can subscribe to all of them except for community and academy on iTunes.

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We're still waiting for those to be approved for some reason, but hopefully

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there'll be approved this week and you can subscribe to them there.

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Let me tell you about each one.

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News is about the news.

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It's going to be the today show and the new stay show shows that have

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been very successful on our channels.

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And I look forward to you subscribing to that.

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And keeping up to date on the news conference is, we want to develop a

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channel that is a year long conference.

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It's just keeps going.

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And we're going to have a show called keynote, where we have keynote

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speakers and we talked to them for.

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You know, 45, 50 minutes here, what's going on in their world.

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How they're impacting health.

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It.

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, this is going to be about the intersection of healthcare and

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technology and how things are shaping up.

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, we're also going to do solution showcases, which think about that as

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the walk of the floor, to look at the different solutions that are available.

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This week health community is a new channel for us.

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Here for the first time we're going to have guest hosts and they are going to

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bring their own guests onto the show.

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So this is going to be.

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, a channel that is community based and focus.

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We want to go a little deeper in this show.

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We want people to be talking to a frontline people who are

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working with,, analytics, clinical informatics data, you name it.

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, but this is the show.

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We're going to be hearing that three times a week or twice a week.

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Tuesday, Thursday is the community show and we have some guest hosts

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already lined up and we have more invitations out there and you

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can, can subscribe to that as well.

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And this week health academy is where you go to get educated

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on healthcare and healthcare.

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It.

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Our first show in there is going to be insights.

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It's going to air on Monday, Wednesday, Friday.

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What we heard from you is that you use our show to bring new people into the

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industry up to speed quickly, and that it isn't a very effective way to do that.

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Here's what we're going to do.

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We're going to take excerpts from our first four and a half years of shows.

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We're going to take the highlights and we're going to put them

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into a show called insights.

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It's going to air Monday, Wednesday, Friday.

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How are, do you see that as people who are new to the industry, or if you're

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mentoring, somebody have them listen to that show, listen along with them

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and tell them, you know, what your thoughts are on it and bring them

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up to speed on what you're doing.

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You can subscribe to any of these shows, go to this week.

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health.com.

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And on the homepage, there's the four shows right there.

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You could also go to this week, health.com/shows and subscribe

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there, or anywhere you listen to podcasts, you could do it there.

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All right.

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Let's get to today's topic.

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The top of mind issues for health it execs.

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And if you remember, we sorta laid them out.

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There was labor was number one, cybersecurity.

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Number two.

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All things digital, number three, automation was number four and caravan

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used to change and care vendors.

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It's number five every day.

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This week, I'm going to be touching on one of these and talking

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about what I would do as a CIO.

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Based on what I'm hearing from the CIS.

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So let's talk about number one.

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It is labor, and this is the competition for staff.

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It's about retention.

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It's about attracting new staff, all things having to do with staff.

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There is a significant competition that's going on for staff right now.

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Here's how I'm going to break this particular one down for you.

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Number one, we're going to be looking at.

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, retention, then we're going to be looking at attracting and finding new talent.

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And then the final thing I want to talk about is developing staff.

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Okay.

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So let's talk about retention.

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I think a 0% retention goal is a bad goal.

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I've always thought it was a bad goal.

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And I know some of the things I'm going to say here might ruffle some feathers,

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but this is just the way I think about it.

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Adapt it to how you think about it.

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A 0% retention rate tells me you're not developing people.

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If you're developing people, they should be in high demand

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outside of your four walls.

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And quite frankly, you're going to lose some of them.

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You should lose some of them.

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It's okay to lose some of them.

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, the only way to get a 0% retention rate is to hire people , pay them well above

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what they're worth or hire them well beyond what their capabilities are, or to

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not develop any staff and not make them more valuable than the day they started.

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With your organization.

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So again, 0% retention rate is not a good retention rate.

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So you're going to lose some people let's assume.

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90% retention is a good retention number.

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If you're going to lose 10% of your staff, you should know which staff.

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You are going to struggle if you lose.

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Right.

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So I always, in my mind, Alyssa people that I could not afford

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to lose as an organization.

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And so I have talked to some people who have lost key staff recently, you know,

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the person who, really knows the network inside and out, who knows all the routes,

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who knows how all the,, the V LANs are set up and all that kind of stuff.

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Not that you couldn't recreate that, but that is a, significant

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role in some organizations.

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You need to know who those people are, just do it once twos and threes.

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If you lost them, ones are, if you lost them, you would struggle.

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You'd have to pay a consultant to come in.

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You would have to, uh, potentially pay a recruiter to find somebody.

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If there are ones you need to make sure you're taking care of your ones

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need to make sure they are connected to you, connected to the organization.

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That they are being taken care of, that they are being paid.

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Appropriately for the role that they're doing within your organization,

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that they clearly understand.

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The lines of communication that they clearly understand what's expected of

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them, that they clearly understand what's next for them, with my ones, actually,

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with everyone in my organization.

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I want it to be able to ask them what's next in your career and

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I wanted to get a very crisp answer from them.

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Part of that was my job.

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As the leader, I needed to make sure that the career tracks were very well

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understood and I needed to make sure that the managers were having conversations

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with each individual employee to make sure that they understood why or they

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wanted to go within the organization and that they were developing them,

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that they were investing in them in ways that were going

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to get them to the next level.

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One of the biggest problems we have is that people always think it's about money.

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It's not always about money.

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Sometimes it's about the manager that they have.

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Sometimes it's about the culture.

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Sometimes it's about, they just don't know where what's next for them.

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And so they start looking outside your organization.

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If you don't make it clear, what's next for them within your organization,

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they're going to find somewhere else to go outside your organization.

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All right.

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So retention, you have to be clear with them.

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What's next?

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You have to pay them accordingly and you have to create the right structure.

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If they have a bad manager, that's on you.

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You've got to do something about bad managers.

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, we did, poll surveys on a regular basis.

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And you could almost identify the bad managers within our department.

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Now we had, 600 to 700, some odd people in the organization.

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And you could just look at the responses and say, okay,

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There's a group of people here that are really not happy.

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Oh my gosh.

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They report to two managers.

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, so that is.

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Generally an indicator.

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All right, let's talk about the competition for staff.

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We just did two great shows from the healthcare to healthcare event.

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We did one with Doug king CIO of Northwestern medicine, and he

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talked about what they are doing to.

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, bring new talent into their organization.

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If you haven't listened to that show, listen to it.

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They've built a really good pipeline of people coming into their organization.

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Young people, smart people, talented people.

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, they're focused on diversity.

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They're focused on, , Getting people early so that they don't, they're not inhibited

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by what they have learned somewhere else.

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So you get new thinking.

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, new approaches.

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They're tied into the universities and colleges and they're pulling people out.

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Directly.

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So, he shared a lot of things that they're doing it.

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Northwestern medicine.

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And I think it's valuable for any CIO to take a listen to that episode.

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It's one of the today shows it was from November 15th.

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All right.

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The other one was November 10th.

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It was also from the health care to health care event.

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It was Stephanie Lahr with monument health, and she talks about culture.

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Developing a good culture.

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In a remote world.

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And how important is to do that.

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Not only to retain your existing staff, but to attract new staff into that.

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, when people come into a vibrant culture and exciting culture, they

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make connections very quickly.

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They feel at home and it's a place that they want to stay

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and you know, what else they do.

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They tell other people about it.

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, whenever I'm talking to people about.

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Finding new talent, really attracting new talent.

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If you like the people who work for you.

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They are the best way to go about getting additional talent

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within your organization.

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Now, if they aren't saying good things about working in your organization,

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you've got another set of problems, but generally speaking, if you

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can get your staff excited about working where they are working today.

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They will know people in the industry.

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And if they don't know people in industry, you're doing a bad job, developing them.

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You need to introduce them to other people in the industry.

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But at this point when you're having a battle for staff, your

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staff is your best ambassadors.

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Your staff is the best.

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I don't know a Sherlock out there.

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They're going to be the ones who find a new talent to bring them in.

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Plus the stuff that Doug talks about creating a pipeline.

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Uh, all the way back to high school, they're bringing in a high

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school kids and giving them a great experience at Northwestern medicine.

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So that's, , you know, we talked about retention.

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We talk about the competition for staff.

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You've got to make your place a great place to work.

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You've got to use your staff to find new staff.

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And you've got to be working on great projects.

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So you have to take the mundane tasks.

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We've been talking about this for years.

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For some reason we haven't made as much progress as we need to

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make, which is we've got to take the mundane tasks and we've got

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to automate the heck out of them.

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And then we've got to take that off of people's plate.

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We can't keep putting mundane stuff on them and then saying, come work here.

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We're doing great stuff.

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, we may be doing great stuff, but it's in that department over

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there, or that department over there, it's not necessarily.

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Here.

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What you want is , you want to take that mundane stuff off the plate and say, look,

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we are working on the next generation.

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Of cloud for healthcare and it sort of looks like this.

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You need, something that's going to, that's going to catch

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people's eyes and bring them in.

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Let's talk about developing staff.

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You have to develop your staff.

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And I've, I've talked about this a couple of times on the show, but you

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can't send all of them to conferences.

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You can send all of them to training.

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So what are you going to do?

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And the answer to that is you've got to figure out a way.

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To invest in your staff and create a mentoring program.

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Everybody in your organization who wants to be mentored should be mentored.

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And you have to define what mentoring is and mentoring can be as simple as,

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sharing your connections, sharing your experience, sharing your knowledge,

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and creating an environment where they can take risks, where they

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can go out and try the next thing.

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And you can be there alongside of them To make sure that they don't fail and

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to make sure that they are picking up and learning the right things.

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You are going to help somebody to take the next step in their career.

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Everyone should have that opportunity within your organization.

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If you don't, you're just asking for trouble.

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You're just asking for people to leave.

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One of the reasons we developed this channel on this show.

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Is because there are 700 people in my organization.

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I couldn't send them all to classes.

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I couldn't mentor them all.

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And I wanted them to experience the conversations I was having at

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the conferences with other CEOs.

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And so I started to do these interviews so that they could

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have access to these things.

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Mentoring, somebody could be as simple as listening to the show with them

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and having a conversation with them.

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And you can pick the shows you want to have.

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We've done 450 of them.

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And you can pick the ones that are specific to data, clinical informatics,

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cybersecurity, whatever topic you want, or the people you think might be interesting.

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You might want to talk to them about what they're doing at Intermountain

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or what they're doing at.

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, NYU Lango and or what they're doing at, you know, fill in the blank.

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We've talked to a lot of different health systems, a lot of different CEOs.

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A lot of different perspectives and that's another way to mentor people and

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you've got to be developing your people.

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If you don't, you're just asking for trouble.

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Well, that's all for today.

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If you know of anyone that might benefit from our channel, like say

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someone you're trying to mentor, they can subscribe on our website this week.

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health.com.

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We want to thank our channel sponsors who are investing in our mission to

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develop the next generation of leaders.

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VMware Hill-Rom Starbridge advisors, McAfee and Aruba networks.

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Thanks for listening.

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