Catalyst Learning Blog


Articles, case studies, and success stories to guide and inspire healthcare HR, Organizational Development, and Clinical professionals.

Healthcare Workforce Demands, Gulf Coast chardyadmin

Smart employers look closely at workforce demands when writing their strategic workforce plans.  Healthcare human resources professionals need to stay in-the-know on market trends such as an increase or decrease in patient volumes, which healthcare jobs are currently in demand, and which roles are on the rise.  Hospitals and other healthcare organizations rely on industry research to help them see recent trends and anticipate needs in the years to come.  Healthcare is a competitive market undergoing dramatic changes so if organizations are to survive and perform well, they must be prepared to attract and retain high quality workers.

Below is an excerpt from a white paper recently released by 'Workforce Solutions' on the demands of healthcare workforce in the Gulf Coast Region, today.  Download the Full Paper Here.

EXCERPT: A Change in the Delivery of Services

Times are changing and no longer are the days where the majority of surgeries and many medical and diagnostic procedures require a visit to the hospital. Chart 2 shows the percentage of health care jobs by subsector in 1990 and 2014. The share of health care employment in Hospitals has fallen from 51.0% in 1990 to 38.4% in 2014 while the share of Ambulatory Health Care Services increased from 36.7% to 49.8%.



While all three subsectors of the health care industry continue to grow, Ambulatory Health Care Services has replaced Hospitals as the number one job producer in the region, see Chart 3.



This data comes from Workforce Solutions, an affiliate of the Gulf Coast Workforce Board, which manages a regional workforce system that helps employers solve their workforce problems and residents build careers so both can compete in the global economy. The workforce system serves the City of Houston and the surrounding 13 Texas Gulf Coast counties including: Austin, Brazoria, Chambers, Colorado, Fort Bend, Galveston, Harris Liberty, Matagorda, Montgomery, Walker, Waller, and Wharton.  Visit their website here.

Strong Thinkers & Problem Solvers Improve Patient Satisfaction chardyadmin

The ability to think clearly and solve problems is a vital skill for healthcare employees, regardless of position or title. The decisions that frontline employees make can have an immediate impact on the efficiency of the unit, the quality of care received by patients and their families, and the reputation of the healthcare organization... and that's nothing to sneeze at. 


Employees with strong critical thinking skills are well-informed and more flexible in their approach to daily work. They understand how to gather relevant information and when to change direction, which is essential in an on-your-toes healthcare setting. Strong thinkers and problem solvers also know how to identify issues and proactively implement solutions to avoid costly mistakes.


When HCAHPS surveys show opportunities for improvement, leaders turn to several places for insight before taking action.  By looking at specific questions and targeting the roles responsible for them, improvement teams can target role-specific employee engagement survey results.  When conferring with floor and team managers, individual performance reviews may produce some candidates for learning and skill development.   


In any case, healthcare employers never fail to draft improvement plans - these usually include learning seminars which address topics such as:


▪       Understanding the steps in the problem solving process

▪       Determining the root causes of problems

▪       Using critical thinking skills to improve decision making

▪       Practicing the key skills of analyzing, evaluating and reasoning


With a healthcare-specific curriculum, frontline employees can learn to think more independently and be open to new perspectives. Most importantly, they develop a deeper understanding of their potential impact on patient satisfaction. And a well-informed, independent frontline workforce means more time for managers and directors to spend on taking other areas of performance to the next level!

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