The time to build workforce competency is now!
There is no going back to normal. There is only defining the next normal.
Healthcare was already undergoing monumental changes when COVID-19 hit. The very fabric of our healthcare system was in transition, and we had set our sights on what we expected to be the final decade of a 40-year reset for healthcare delivery.
Among the things COVID-19 taught us is that nothing will be the same ever again – not the way we work, and not the way we live. So, the path-paving work on the next normal begins, and it begins with each of us.
What does the next normal look like in healthcare?
SM: The next normal appreciates that COVID-19 was not a onetime event that we can put behind us. Rather, it was a training ground for what is to come. In the next normal, we face known and unknown challenges, including but not limited to workforce shortages, training and retraining the workforce, a rapidly aging population, risks in information technology, and ongoing and increasing cost pressures.
The next normal in healthcare appreciates that we must have components in place to ensure system sustainability, regardless of the challenges we encounter. New NAHQ research confirms that when the conditions exist to effectively prioritize effort, deploy rapid cycle improvement, support teamwork and manage the human aspects of change, we can thrive.
The next normal appreciates that the workforce is the single biggest lever to improve quality and safety outcomes, and that the people within the workforce must be supported and feel safe – both physically and psychologically.
What does it mean to have a sustainable healthcare system?
SM: A sustainable healthcare system depends on systems, processes and structure to ensure continuity. It means having processes that do not break down because people get busy, tired or sick. Most importantly, a sustainable system acknowledges that quality and safety are not “extra assignments,” rather, quality and safety become the work.
NAHQ research that will be published in our peer-reviewed Journal, JHQ, in 2022, suggests that the top priorities for the profession of healthcare quality should be embedding systematic improvement into healthcare delivery systems, working in integrated teams and addressing social determinants of health while supporting staff development and well-being.
The healthcare workforce is maxed out. How can we ask them to do more to support system readiness and develop professionally so they are prepared for today and the future?
SM: The healthcare workforce has undoubtedly gone through a lot over the past two years. Now is the time to lean into your team members, to help them see the solution is not “less,” it is “more.”
The time to build workforce capability is now, and that can be accomplished in part by training your workforce to support sustainable quality and safety systems. Asking them to do “one more thing” may seem unrealistic, but if you consider that quality and safety are both the driving force and the required outcome for healthcare, you can be sure there is no better ask.
“I need to focus on building my culture; we don’t have time for quality training.” How would you respond to this mindset?
SM: At the core of a strong culture are a commitment to shared purpose and a resourced plan to ensure the workforce is ready to deliver on goals and priorities. Not having time to focus workforce development pursuant to quality and safety is akin to not having time to breathe. Breathing is non-negotiable for survival, just as quality and safety are non-negotiable for healthcare. Quality leaders who understand that a supported healthcare workforce is a productive one also know that staff who share a common purpose, common vocabulary and common competencies perform better.
NAHQ developed Workforce Accelerator™, a three-phase, enterprise-level solution to help organizations assess their quality workforce and ensure their capacity-building and upskilling plans align to both an industry standard and organizational priorities.
Organizations like Roper St. Francis Healthcare in South Carolina are experiencing commitment from the team and leadership that is exemplary. CEO Dr. Jeff DiLisi has prioritized workforce engagement and development as one of three key drivers for success in the organization’s 2030 Strategic Plan.
Leaders like Dr. DiLisi realize that the best resource for delivering quality and safety is the workforce, and they are doing “more” – not “less” – to engage with their team as they build toward the next normal.