OpusVi CEO Andrew Malley shares how scalable, healthcare-specific workforce development solutions—like nurse residency, preceptor training, and simulation—can address staffing shortages and build long-term system resilience.
The current staffing shortages in health care demand a brave rethinking of how leaders train, retain and optimize the health care workforce. This article reviews what’s not working in health care workforce development and proven real-world solutions to drive the industry forward.
Many health care organizations lean heavily on tuition reimbursement programs as a way to invest in their workforce. Part of the problem is that tuition reimbursement programs can be difficult for systems to control. Consequently, many non-profit health systems find their employees pursuing education at for-profit institutions with questionable outcomes and pay for programs and results that are not in the best interest of the system.
One of the most glaring issues in workforce development is the absence of robust, centralized data. This inefficiency is a thorn in the side of nursing leaders, and it severely hampers workforce optimization efforts.
Another key issue is the inconsistency in workforce development programs across regions. Some systems may work with certain colleges or programs, while others rely on different partnerships or methods.
There is often a significant disconnect between clinical educators and the actual logistics of delivering high-quality training programs. While many educators excel at curriculum development and teaching, they frequently lack expertise in delivering scalable, effective training across large, geographically dispersed systems.
Perhaps the biggest issue is the lack of cohesive thinking about workforce development. HR departments often have well-intentioned plans, but clinicians find them ineffective.
In contrast to the failures of traditional tuition reimbursement programs, when used as part of a broader strategy, these programs can be effective — particularly when they include support for both credit and non-credit, skills-based programs.
Some health care systems have succeeded by focusing on internal hiring and training. Organizations like MercyOne and Providence have launched initiatives that train internal candidates for roles like medical assistants (MAs), certified nursing assistants (CNAs) and patient care associates (PCAs).
One of the most innovative strategies is training healthcare teams to work as cohesive units. Systems like UC Health in Colorado and CommonSpirit Health’s virtual nursing units have pioneered this approach.
Dr. Kathy Sanford, CNO at CommonSpirit Health, has led efforts to blend various strategies into a comprehensive workforce development program. Her approach includes tuition reimbursement, new PCA residencies, bridge programs to transition post-acute staff into acute care environments and the implementation of large nursing strategies, including a national nurse residency program and a growing virtual nursing team.
One of the most forward-thinking initiatives is Northwell Health’s creation of a health care high school. This is pipeline planning at its finest — engaging young people in the healthcare field early while simultaneously contributing to the broader New York Community.