In my last issue of #SimplifyingHealthcare, I wrapped up my #AI discussion through a conversation with aiHealth President Kyle Swarts, where we both acknowledged the most immediate and impactful use-cases for AI in healthcare are in the administrative space. For tasks that aren't value-additive to direct patient care (e.g., scheduling and documentation), AI and other digital tools would ease our system's administrative burden, help re-imagine our #healthcare workers' (HCWs) roles, and upscale them to more fulfilling, strategic work.

However, until we reach a point where the promise of AI and technology improve productivity in healthcare, we must come to terms with the state of our current system and the impact the last few years have had on HCWs and talent across the industry. According to the Healthcare Dive Labor Trendline, the beginning of the #COVID19 pandemic ushered in steep drop-offs and job losses across care provider roles, contributing to ongoing shortages and bottlenecks in care we still see today --- in fact, LinkedIn News had a #TrendingTopic around retention concerns in healthcare just this week that discusses some of these very issues we'll touch on in this newsletter.

The reality is this is a multi-factorial challenge we are currently facing. Some of it is due to #burnout, and some of it might be the need for #upskilling work our Healthcare Personnel (HCPs) do. It starts with listening to the plight of HCWs and raising a deep awareness and understanding about what needs to be done to remedy the issues they're currently facing.

Another important factor impacting our ability to meet the current workforce needs is the aging population in our country. With fewer young people in comparison to our elderly citizens, challenges have quickly started to emerge around resource allocation in geriatric care. Add to that the challenges of competing for workers with many other industry options in the same pay range, and talent becomes even more scarce.

With increasing patient-to-provider ratios, the rise in hospital workplace violence, and overall low morale, there are several opportunities for us to make the work our teams do every day safe, engaging, and exciting on the individual caregiver and systemic levels. We must figure out ways to make the work meaningful, personal, and less transactional --- which is where digital tools and technology like AI can provide support to our HCWs and provide more autonomy in their roles.

A lot of what I've offered so far has been from a non-clinical perspective, but one of my colleagues and a former direct clinical provider Megan C. Heiar has recently echoed these sentiments as well from a clinical lens. She shared that for many caregivers in the space, overwork has eclipsed the personal and professional missions of caring for people, deepened by unnecessary administrative responsibilities. We throw around the word "burnout" a lot, but when we do so without naming the context of what that looks like, it depersonalizes and reduces its root causes. In calling out real and specific problems that contribute to burnout, it loses its buzzword status, helps identify solutions (like AI and other strategies) to reduce it, creates more time with patients, and ultimately helps rekindle HCP's passion and value in the work done every day.

Potential Solutions to Combat Shortages, Burnout and Other Issues

There are several solutions that can begin to fix our current system, improve conditions for HCWs, and most importantly attract and retain talent. From my (non-clinical) perspective, our path forward lies in 3 potential focus areas:

-Start early --- By introducing the next generation to the opportunities available in healthcare (even as early as middle and high school), it allows us to bridge potential gaps and future shortages in our frontline workforce. My own love for healthcare came very early when I worked as a candy striper in my early teens, rounding in the hospital multiple times a week, interacting with patients and wandering the halls with inquisitiveness and an abundance of questions. While my experience may not translate directly to today's times, it shows a love for healthcare can start young --- we just need to meet the next generation of talent where they're at and ignite their passion to learn, to engage and to care for others.  

• Encourage curiosity --- One way to create and sustain passion for healthcare is to hold space for curiosity in our work, especially around patient and community interaction for those who aspire to work in clinical settings. These opportunities are not as forthcoming as they once were due to necessary regulation and patient safety, so we must find ways to encourage curiosity and create real-time learning opportunities outside of a classroom or clinical setting. This would ideally come through in things like volunteering, mentorship and ample networking opportunities.  
• Invest, invest, invest --- This doesn't have to be limited to new and upcoming talent --- we have to re-commit to our existing workforce too. To create autonomy and mobility as career standards within the health care system, we must directly invest in current HCWs and provide paths and programs for individuals who want opportunities to learn, upskill and re-skill.

Looking Ahead + Final Thoughts

What's important (and encouraging) to note is that work is already being done to ameliorate some of these issues and create strong networks and support systems for those who work in healthcare. One resource I recently found and have come to love is the Humanity Talent Network --- an organization supporting and investing in career advancement of POC and women executives in healthcare. This network provides networking opportunities and leadership development designed to prepare the next generation of healthcare leaders for thriving in our currently evolving industry.

Providence is also directly investing in continued learning and certification for current HCWs. This investment allows for individuals to engage in leadership development, training for roles that meet ongoing needs of the organization and funding for coursework and formal education programs.  The focus on providing opportunities for individuals to continue to learn and grow with the organization addresses current workforce needs, as well as those that will be needed in the future and allows for continued individual growth and development.

While we have a long way to go in terms of supporting and investing in healthcare talent, we're not starting from scratch. There are supportive and developmental resources out there, and as with tackling most issues, it starts with raising awareness and talking about solutions concretely.

In this issue, we touched on what is hopefully only the start of an ongoing conversation around frontline wellbeing and providing care for those who keep us healthy and well ourselves. Next month, tune in for my thoughts on another equally pressing issue in our system --- the state of #MaternalHealth, as well as the work of important health platforms like MyLÚA Health to combat current disparities and advance maternal #HealthEquity.

Until next month.

Ruth 🌸

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