HealthIMPACT Live Presents: Workforce Reimagined: A Flexible Approach to Nurse Staffing and Creating a Resilient Workforce
Originally Published: Apr 7, 2022
YouTube Video: https://youtu.be/iUvBGmJvAQM
Despite current circumstances, there are practical solutions to alleviating the challenges caused by the nursing shortage. By shifting the healthcare labor paradigm with efficient, on-demand models, health systems can meet caregivers where they are and tap into the overlooked talent surplus that is currently on the sidelines. Join this session to learn about:
You’ll hear industry experts discuss the proven benefits of offering flexible work, how technology can help drive your strategy, and where talent marketplaces should fit in your multipronged approach to staffing. With this knowledge, you’ll learn how to create a more resilient workforce that’s ready for anything.
Will Patterson, CEO, CareRev
Mark Smith, Vice President, Workforce Strategy & Analytics, Providence
Will Patterson: I'm excited to introduce Mark Smith here the VP of Workforce strategy and analytics over Providence. Mark thanks for joining us.
Mark Smith (Providence): Well, thanks for the invitation sure appreciate it really glad to be here today, I think it's a great topic. You know just for background, I will mention I leave work for strategy and analytics at Providence. You know at our core with Workforce Management analytics we believe are opportunities to provide insight to the organization.\To help the organization and our leaders make their best decisions and really over the last two years, with our pandemic. And with the workforce crisis is playing never been more critical to provide insights we've learned a lot about what's happening in the workforce and how we need to respond and clearly we've learned a couple of different things.First, what we know is hiring is not going to be the layout of crisis sounds counterintuitive but that's just the reality.
And that traditional agency models are probably not going to be able to help you with the supplement supplemental staff that you really think you need today and going forward.Yeah.
Will Patterson: let's talk about that a little bit you know what made you realize that you know the traditional staffing agency model. You know wasn't gonna be something you're you're going to be able to rely on in the future and really what what was the kind of Aha moment when you realize you needed to change something with your workforce strategy.
Mark Smith (Providence): that's a great question well, let me speak about traditional agency first your beginning in in May of last year, as we were finishing up our first demand forecasting at Providence we were looking at our numbers for how we needed to grow at the same time. It was taking a look at our agency request and not only at Providence but looking at nationally and we were seeing that at that time, the agency requests across the country had increased about 132%. There were upwards of 40,000 agency request across the country, but we also knew, is that there were about 60,000 agency nurses available across the country so we've seen this huge increase increase in the number of nurses needed.
And no or near the availability of agency nurses to fill all those requests, so it really told us that we were going to have to think about a different way to supplement our staff. Well, we also are looking at is we watched the workforce crisis is this proliferation of healthcare workers moving to the sidelines upwards of 500,000 healthcare workers have gone to the sidelines for a lot of different reasons and. When we started to look at that a bit more what we realized is that traditional agency was not going to fill the opportunity that it wants to it, but there could be an overlap, Sir clash with those individuals who weren't working today.
Will Patterson: let's talk about that what What do you mean by sidelines, the 500,000 nurses that have left the field was that and, by the way, was that in 2021 500,000 left.
Mark Smith (Providence): So really good question will the pandemic began. Okay, about 500,000 healthcare workers across the country have gone to the sidelines. You know, from what we can ascertain from the information many different reasons, and some are burned out and in burnout is real. Summer you know feeling that the heavy load of workload is others are leaving the reward for staying is more work and so that's moving people to the sidelines. There also is the element of the process around us, so, while we see the challenges and healthcare, we also have a Jason industries where we see the challenge so, for example daycare industry has really been hit hard by the crisis, right now, I think we have close to 106,000 openings for daycare jobs across the country you think about it this way those jobs pay somewhere between 12 to $14 an hour.
Someone could go to mcdonald's in some areas of the country and make $15 an hour and also get a 1500 dollar sign on bonus so. You know that the reality is is that our healthcare workers have families. They don't have access to daycare that really limits what they can do we also know that we saw many healthcare workers go to the silence, because they have loved ones who had medical conditions and needed care so for many, many reasons legitimate reasons we've seen that I that we're also seeing in the crisis is that more in the workforce, healthcare and beyond, are looking for more flexibility. When we think about our traditional employment models it's often that we asked caregivers to work under our conditions and what the workforce is saying today is. We want to have a little bit more balanced and what those conditions will look like, so I think for all those reasons we're seeing many go to the sidelines and not just in healthcare, but it's significant to us and healthcare 500,000 people it's quite a bit.
Will Patterson: yeah how many how many healthcare professionals are there nationwide I think it's eight like it's either I heard the number of 18 million or 22 million and somewhere on there, I mean that's a huge percentage of the workforce that's left that's right yeah and then, of course, you mentioned flexibility right and we've talked about this before. You know how do you track the the the people from the sideline back into the industry and i'm with you on that, I think, flexibility for these folks, especially the ones that have children or folks are caring for is huge so you know over at Providence what flexible work first models are you looking to deploy.
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Mark Smith (Providence): You know, looking at many different opportunities, what are the first opportunities, and we think one of the most critical opportunities is really looking at.
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Mark Smith (Providence): And, knowing that we have so many people moving to the sidelines, who are really not interested in returning to a traditional employment.
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Mark Smith (Providence): arrangement we're really thinking more about gay So how do we think about a workforce where.
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Mark Smith (Providence): We can actually look at our work is something that the person can bid for for one of the better way to think about it.
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Mark Smith (Providence): And really pick up chefs portions of shifts in a way that is aligned to what they need right now.
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Mark Smith (Providence): And so that's why Tara has been such a an awesome arrangement for us, because here we have this you know really great opportunity to tap into an overlap town surplus 500,000 people to healthcare workers who have gone to the sidelines.
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Mark Smith (Providence): who are saying I can be available if you're open to a different range.
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Mark Smith (Providence): And so care of is doing a fantastic job of helping us really meet those folks in the middle of get introduced and find out what can work for the for those individuals but they're doing it really on their terms they're doing it when they can be available.
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Mark Smith (Providence): they're doing it at a price point that makes sense for them and, ultimately, it makes a lot of sense for us as well.
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Will Patterson: yeah you know the huge thing for me.
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Will Patterson: For healthcare professional was being able to work, you know close to my home.
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Will Patterson: Right I didn't want to necessarily get up and travel to another market, you know or take a travel contract or one of the flexibility to work, you know at home right and.
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Will Patterson: I wasn't a single parent and I was just trying to pay pay debt down, so I mean of course we're super excited you know to to enter Seattle and portland and California with y'all and hadn't helped these healthcare professionals out.
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Will Patterson: How do you think you know, the definition of flexibility has changed in the workforce, because when I was a nurse, you know working locally in the healthcare systems, I work that.
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Will Patterson: pretty much had to commit to a hospital right you had this like full time work model, even when I was per diem per se, I had to work Sunday nights I had to work holidays, I had to work.
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Will Patterson: You know day shift night shift and other week there was a lot of restrictions and then the other thing that was a pain point for me as well, was when they didn't need me.
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Will Patterson: They would wait until a couple hours before the shift and then I get scheduled and then i'm at a loss of income right, and so you know.
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Will Patterson: What, how do you think the definition of flexibility has changed um you know, dear like what is the pandemic done to this definition, I guess the catalyst here and change it.
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Mark Smith (Providence): But the the pandemic and the workforce crisis is is making the definition evolve and you hit it right on the head from your you know your experience as a nurse, you know what the definition definition used to be is we'd we'd like you when we'd like you were we'd like you.
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Will Patterson: and
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Mark Smith (Providence): The pandemic and the crisis is changing it to.
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Mark Smith (Providence): How does it look for you to be able to work with us, and I think that's really important and in you know this crisis isn't going to end up with the pandemic and we know that.
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Mark Smith (Providence): 10,000 Americans turn 65 every single day, and even more the point, the average age of retirement during the pandemic is slower to 62 year old.
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Mark Smith (Providence): So we know that that's just going to continue to to to grow, we also know that the replacement rate the birth rate is nowhere near what we needed.
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Mark Smith (Providence): To fill all the positions that we have, and particularly in healthcare where what we've seen is you know we're at.
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Mark Smith (Providence): Right now about 40% of all the positions that healthcare posts actually get filled it's an all time low.
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Mark Smith (Providence): So, the reality is is that the definition of flexibility has to look a lot more like the caregivers definition, I want to be able to work when it makes sense for me.
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Mark Smith (Providence): I want to have advanced notice of when you need me, I want to make sure that I can have a schedule that can be innovated innovative so that it meets both needs, and I think ultimately that definition creates a win, win, win.
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Mark Smith (Providence): yeah good for the employer to have loyal workforce members it's good for our caregivers or employees to know that we can work with them and ultimately it's really good for the Community and the patients that we serve.
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Will Patterson: yeah we've we've talked about this before I mean this is huge for me.
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Will Patterson: Right yeah it and and you mentioned this before too it's not about just like adding more people right there just quite frankly aren't more caregivers out there, I mean we do have.
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Will Patterson: You know I think it's 80,000 new grads every year coming into the industry but it's not just about adding more people.
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Will Patterson: it's about thinking about demand of our patients holistically and how do we better match that demand and the supply professionals in real time right.
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Will Patterson: And so to do that, you know you just alluded to this, we really need to be professionals, where they're at with flexibility and make it easy for them to pick up ships.
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Will Patterson: When they're needed by patients and then the healthcare system wins right because they're getting flexibility.
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Will Patterson: And they're able to have cost savings associated with that, and then the patient population wins, because the care providers there when they need them.
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Will Patterson: And then, of course, then the healthcare professionals are winning because they're there they're picking up skiffs shift skips shifts on their schedule.
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Will Patterson: Which is what I always wanted and what you know these a lot of single parents and people in school and retired folks and people that have to take care of loved ones really need.
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Will Patterson: So i'm with you, I think we do need a win, win, win model and and I think it's you know now's the time considering all the dynamics.
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Will Patterson: What do you, what do you really envision as the future of work and health care, you know how do you see Providence you know evolving for the future, as we move to more of this outpatient at home model, and you know patients on misleading hospital.
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Mark Smith (Providence): yeah it's great question, well, I think that.
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Mark Smith (Providence): The first thing that I think about is how we're going to need to evolve our talent ecosystem.
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Mark Smith (Providence): Again, to meet people where they are I don't see the trend changing of people going to the sidelines I don't see the trend changing of people wanting to have flexibility.
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Mark Smith (Providence): Now you know even outside of healthcare we've seen you know, over half a million people incorporate as their own business we've seen pinterest you know just explode with you know virtual.
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Mark Smith (Providence): stores, if you will, so I don't really see that changing, and so I think we have to expand our talent ecosystem and really think a little bit more holistically about.
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Mark Smith (Providence): When might we need a traditional agency rotation, where do we think we need our own employees.
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Mark Smith (Providence): And where can we actually take work and bit it out to to a gig workforce to meet people on their terms, so I actually think that for healthcare.
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Mark Smith (Providence): It really kind of expands what what's available, you know, a couple that with the fact that will always have you know that we're really going to have to be mindful of how the jobs are designed so.
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Mark Smith (Providence): In order to be attractive whether it's through traditional agency rotation through our own our own caregivers in our workforce, or you know with this great arrangement with care of.
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Mark Smith (Providence): It the base, have we designed the job that allowed to allow people to do their best work and wherever we allow technology or automation to enable them to do their best work, so I think it's how we tackle it because you know to your point.
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Mark Smith (Providence): I don't think we're not going to fill every opening if we're only filling about 40% of the openings today.
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Mark Smith (Providence): I don't see anything, between now and 2030 that says that's going to rise so we'll have to be a blend of expanding the ecosystem.
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Mark Smith (Providence): And really using technology to enable and I actually think that's a, this is a great time for us because, particularly in healthcare when we start to talk about technology to enable or to automate it sounds like code for lay off.
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Mark Smith (Providence): I just don't see lay off in this environment, I see us looking at how we fulfill and let technology, be that enabler of it but it's really about shrinking your demand forecast it's not about lay off.
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Will Patterson: yeah it's a it's about you know I believe we talked about this before too, but it's about empowering your workforce how.
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Will Patterson: You mentioned to me that oftentimes staffing managers and nurse managers will have multiple different systems are having to log into to figure out.
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Will Patterson: You know, staffing and then they have spreadsheets on the side and they're doing group puddles and there's no real like centralized.
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Will Patterson: Stat you know staffing solution for them, or where they can get an idea in real time what's going on with their with their staffing inside their healthcare system.
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Will Patterson: And I think that's a huge opportunity, as you mentioned, to bring technology into.
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Will Patterson: So it's easier it's easier to schedule and staff people for true patient demand and then unit managers, of course, will be able to get you know.
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Will Patterson: we'll be able to get off of scheduling and managing people to supporting patients and their staff, whether they're it's not about laying people off.
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Will Patterson: it's about empowering people, so they can be better care providers and support the care providers that work for them not spend half the day trying to figure out what the schedule should be.
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that's a good.
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Mark Smith (Providence): And well I think you're hitting on a critical point and it's one of the things that I really appreciate that what you're doing with care of is.
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Mark Smith (Providence): Some of what we have to make sure that we're doing right away, is enabling our leaders to make their best staffing decisions and it's about creating.
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Mark Smith (Providence): The right insights but, even more importantly it's it's really about.
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Mark Smith (Providence): creating better technological conductivity so that you can see, and really kind of breaking down some of our platform barriers it's one of the things that you know that I like as we start looking at.
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Mark Smith (Providence): Our further engagement with care if the platform that you've built really allows us to to look at how we bring in.
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Mark Smith (Providence): The workforce on the sidelines, but we can also then connect the two of you with our own internal work for us to understand.
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Mark Smith (Providence): Where there are openings, how do we push out openings to our external workforce and to our colleagues with care F.
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Mark Smith (Providence): To to really see it holistically and I think that's one of those critical elements leaders have so many things on their plate, we were actually doing some work at Providence with our clinical leaders on reducing administrative burden.
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Mark Smith (Providence): And we recognize that our leaders have to access over 30 different platforms to do that work.
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Mark Smith (Providence): So when we think just about staffing and scheduling, which is a considerable amount of the work that they do, what if you could really collapse that down.
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Mark Smith (Providence): to one or two platforms, and so I think, in addition to how you're helping us connect.
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Mark Smith (Providence): To the workforce on the sidelines you're also helping us to connect externally and internally, so we have one clear view so that's one of those areas that we haven't done as much work yet, but we're i'm really excited to start to explore what that could look like.
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Will Patterson: Well, mark Thank you so much for taking the time I really appreciate it, this has been great and looking forward to our next conversation.
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Mark Smith (Providence): Absolutely well thanks for the opportunity to visit with you and just really grateful, this is, this is the right work that caregivers do and we're happy that we could be an early adopter.
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Thank you.
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Megan Antonelli: have more time.
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Will Patterson: Oh, I thought that good.
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yeah.
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Will Patterson: you're you're i'm one mountain time too, so i'm ever figure.
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Megan Antonelli: figure out ways to delay.
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Will Patterson: i'm actually in Jackson hole wyoming how much more time did we have, I mean that was.
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Megan Antonelli: Yes, 30 actually.
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Will Patterson: Do we, what are we on right now.
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Megan Antonelli: um we're at we've got about 30 minutes or 25 minutes left.
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Will Patterson: Okay, oh whoa we have an hour.
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Nicole Berksanlar: So what do you guys know this, I thought the session was a 30 minute session again.
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Megan Antonelli: Oh, you know what I have 45 minutes but.
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Megan Antonelli: That.
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Megan Antonelli: would be my confusion.
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Megan Antonelli: I remember with iphones right Nicole, I think you email me and that's.
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Megan Antonelli: Where the confusion was.
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Megan Antonelli: 30 I think it is supposed to be 30 and I think we gave you that I think that the agenda sort of shut out to have.
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Megan Antonelli: Some extra time and then we popped it in there, but I can pop it right back out to 30 is fine.
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Will Patterson: I mean.
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Will Patterson: How many minutes are we now 25.
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Megan Antonelli: yeah I think you should go like one more question and one again.
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Will Patterson: Okay cool.
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Mark Smith (Providence): hey before we do that well as that kind of where you were hoping we go.
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Will Patterson: That was good, Nicole, I mean was there anything else we missed.
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Nicole Berksanlar: I think you guys were hitting the main points that I really do like the fact that you guys are talking about the industry as a whole versus just care i'm in Providence it's the whole issue, so you.
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Nicole Berksanlar: hit all the main things that I ideally want to talk about I don't know if there's anything else off the top of the both of your heads that you might want to address.
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Will Patterson: No, not really mark, do you mean yeah.
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Mark Smith (Providence): You know, I wonder, do you show.
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Will Patterson: me a question.
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Mark Smith (Providence): yeah yeah actually so I had an opportunity to visit with David.
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Mark Smith (Providence): yeah hey and you know, he was sharing with me, you know with our Western Washington, you know page line we have you know it.
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Mark Smith (Providence): You know, in less than 60 days we have 93 healthcare professionals provision.
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Mark Smith (Providence): Really yeah.
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Will Patterson: I already know that.
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Mark Smith (Providence): Yes, you know, so we know that we have 93 healthcare professionals provision.
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Mark Smith (Providence): And who can start filling shift source those 93 people will be able to immediately fill hundreds of chefs.
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Mark Smith (Providence): yep makes sense for them, and I think that's huge and you know we're going to meet them where they are.
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Mark Smith (Providence): So I think we should cover that the one thing I that we didn't hit.
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Mark Smith (Providence): Was you know.
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Mark Smith (Providence): In his play back to the flexibility that whole notion of being able to fill you know us getting to that point where we said, you know filling any portion of a shift is better than not feeling any.
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Will Patterson: Show oh yeah got it.
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Will Patterson: Okay um.
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Will Patterson: Alright, we can probably tie that together, honestly, so do you want me to.
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Will Patterson: Go to the last question was on on workforce management and software for operations and then maybe this next question is like.
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Will Patterson: And Nicole tell me if this sounds salesy, but I can say hey like.
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Will Patterson: I can tie it together with you know as we start to think about like the workforce management for the future.
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Will Patterson: You know that we're excited about how are we doing now like, how is, how is the rollout of flexible staffing happening now How are things working and then you can go into that and then talk about how like.
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Will Patterson: Having these 93 people and being able to fill portions of shifts or any shifts is a huge help for the crisis you're in now, or something like that Nicole does that sound cheesy are we good.
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Nicole Berksanlar: No, I think that I get the line you're on i'm just trying to find a good way to ask the question because um.
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Nicole Berksanlar: We can kind of hit on like implementation right because we we're we're just starting off with Providence so we can.
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Will Patterson: So what does it mean to implement like.
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Will Patterson: So now, you know.
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Will Patterson: So, in order to.
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Will Patterson: start the software solution go ahead and megan so.
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Megan Antonelli: I mean you know, and I think you know as because we're pretty sensitive to it, too, and we always want to minimize the sales side of it, but I do think that sort of thing to mark you know.
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Megan Antonelli: what's happened that that you expected and have been any unexpected results are expected results you know sit.
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Will Patterson: or.
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Megan Antonelli: You know you're leading the witness, but he could say something bad.
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Will Patterson: For sure.
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Megan Antonelli: You open it up to that vulnerability like you know how is you know.
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Will Patterson: yeah all right, I can do that ready.
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Megan Antonelli: But yeah I think that's good yeah.
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Megan Antonelli: go off and then mute.
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Will Patterson: So mark is it comes to you know implementing this this word for solution and the strategy you're doing now how's it going as it as it being good or, you know as anything bad happen how's how's the process going.
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Mark Smith (Providence): You know it's been great well if you know where I want to start with this is what we've enjoyed is that we're learning from each other.
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Mark Smith (Providence): And you know I think of a couple of examples as we've gotten an implementation in for some people, this will probably sound a little off, but, but it was really critical you know.
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Mark Smith (Providence): Care i've taught us that it's really more convenient for the workforce to look at a nine panel drug screen, well, we had a 10 panel drug screen.
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Mark Smith (Providence): So when we look at it, what we found is care of us right it's a lot easier to find it provider can provide a nine panel drug screening them it is 10 panel prep screen.
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Mark Smith (Providence): So that's going to save us time and provisioning and it's something that we're already looking at and bringing to the rest of our workforce, so that was really significant.
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Mark Smith (Providence): We have done some really nice work in providing electronic medical record training online, so we were able to share that with care, so that they can bring that to other of their partners.
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Mark Smith (Providence): So I think naturally been you know really good for us two things that that that call to mind, for me, one is.
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Mark Smith (Providence): How care of is helping us shift our thinking we when we started in this engagement, we thought well, this will be fantastic we'll find people that want to feel 12 hour shifts.
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Mark Smith (Providence): And the care team reminded us that if you're looking for flexibility, you might have to be open, that.
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Mark Smith (Providence): You won't get the full 12 hour shift film so as we were talking with our nursing leaders, we asked the question, will you feel comfortable.
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Mark Smith (Providence): If we release a shift, but we can't fill the whole 12 hours and i'll never forget this was Michelle James or executive director of clinical operations, who said.
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Mark Smith (Providence): You know mark some portion of a 12 hour shifts getting filled is better than zero percent of that 12 hour shifts getting still.
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Mark Smith (Providence): And if this is what will bring people to the sidelines and off the sidelines sorry and will provide the care that we want to provide.
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Mark Smith (Providence): Then let's do it there's no reason why we shouldn't and when I heard that from Michelle who I just is a really trusted advisor to me.
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Mark Smith (Providence): You know, became really clear that this is a great path, and you know what we're, seeing as a result of that openness is that in our first phase in western Washington.
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Mark Smith (Providence): Please provision close to 93 healthcare professionals in the Seattle area.
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Mark Smith (Providence): they're ready to work and what we know is those 93 professionals are going to fill hundreds of shifts for us.
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Mark Smith (Providence): And what we also know that is is they had a great experience with with that with us at Providence.
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Mark Smith (Providence): based in part with the things that we learned from carry out and we've adapted to make provisioning fast and easy.
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Mark Smith (Providence): they're going to recommend this to others, and so I think we'll see exponential growth in the number of healthcare workers who want to work through this method.
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Mark Smith (Providence): they're going to have a great experience they're going to fill out to shift and we're going to pray that great care.
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Mark Smith (Providence): To the Community we're going to give our own caregivers the left, because they know that we have the right people with the right skill set right next to them, so I think in all cases, this has been off to a really good start.
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Will Patterson: yeah I mean i'm really i'm really thankful for Providence as well, you brought to the forefront of a lot of conversations around burnout.
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Will Patterson: And we hadn't been having conversations like that, with health care systems before.
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Will Patterson: You know, is predominantly around, how do we, how do we bring people in their door at all, and how do we get them off these fixed costs, but the.
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Will Patterson: You know, when I first met with sell one of the things he mentioned that you all were doing was really looking at your staff overall and how you could reduce burnout.
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Will Patterson: I mean, I believe he had programs in place where he was calling people to check on them and their mental health and.
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Will Patterson: i've just been super impressed, you know with with that innovation and that mindset at the corporate level and and how that plays down, I think you know these 93 people that you've met you're going to retain them.
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Will Patterson: I think I think the culture of treating people well and trying to retain them and reduce burnout is huge in this industry right now.
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Mark Smith (Providence): And I think it's a great call well you know first we've done, I will say we've done amazing work and well being so proud of Providence Rhode are doing it's just so aligned with our mission.
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Mark Smith (Providence): And you know we've made a lot of investments, over the course of the pandemic because they were the right thing to do, yeah well being it's huge and I think your point.
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Mark Smith (Providence): we're excited to welcome these 93 healthcare workers.
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Mark Smith (Providence): And we're excited to welcome them whether they decide they want to be Providence caregivers or if they say staying on the sidelines and half or having and having this flexibility is what's best for me.
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Mark Smith (Providence): If that's what's best for their well being and then we want to support it.
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Will Patterson: All right, well, thank you so much mark super excited to chat with you and work with you and looking forward to our next conversation really appreciate it.
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Mark Smith (Providence): Thanks appreciate the time.
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Will Patterson: All right, i'm are.
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Megan Antonelli: Great I think that was really good to get.