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Sponsored Content Provided By Synergy Health Partners
This content was created by and paid for by an advertiser. The Crain's editorial
department was not involved in the creation of this content.

May 01, 2022 01:00 AM


STRATEGIES FOR HOSPITAL STAFFING SUCCESS


HOW RETHINKING EMPLOYEE ENGAGEMENT WILL HELP YOU ATTRACT AND RETAIN TOP CLINICAL
TALENT

 * Tweet
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Reprints Print

Dan Siegel, MBA
CEO
Synergy Health Partners

Clinician labor constraints are forcing hospitals to adapt. Some hospital
leaders are finding creative ways to attract and retain the best and brightest.

How do you think hospitals will adapt as a result of the unprecedented staffing
disruptions we are currently facing?

At Synergy Health Partners, we have been receiving an unprecedented number of
inbound calls from hospitals looking for long-term solutions to their surgical
and anesthesia staffing challenges. Covid accelerated clinician burnout, though
it was building for some time before the pandemic as reimbursements continue to
decline while case volumes and administrative hassles are on the rise.

While locums serve a critical role in filling short-term gaps, they can be
expensive over time. And by definition, locums are traveling clinicians who are
not solely dedicated to the facilities they serve. Most hospitals prefer more
permanent staffing solutions.

There are two key ways hospitals can rise to the challenge; with the great
resignation at hand, both are essential.

Fair and competitive monetary compensation is one. If dollars are spent wisely
on attracting and retaining the right team, the bottom-line benefits through
increased staff satisfaction and decreased patient outmigration.

Positive workplace culture is another. Sustainable employee engagement yields
loyal, high-performing clinical teams. To stay competitive as a hospital
employer of choice, adjustments may be needed to adapt to evolving clinician
expectations. A strong hospital culture is one where clinicians are empowered to
lead. Their challenges are heard and acted on. The goal is to ensure a clinical
team is vested in the hospital community as engaged leaders. I realize this is
easier said than done, which is how partners can help.


How do hospital decision-makers course-correct with staffing?

Hospitals that deliver lifestyle-supportive career paths and put the needs of
clinicians first will thrive. Clinicians require a healthy work-life balance to
deliver the best care possible to patients. Historically, hospital
administrators are often referred to Synergy Health Partners in moments of
desperation. Nobody calls us for surgical and anesthesia staffing help or
emergency department management solutions because everything is working
perfectly.

Staffing shortages drain energy and resources away from hospital administrators,
making it difficult to focus on their two biggest concerns: improving patient
safety and maintaining hospital solvency. Our custom programs are designed in
partnership with local or system-wide hospitals as long-term solutions to
provide relief from day-to-day burdens caused by staffing and oversight. We
source, vet and retain surgical and anesthesia teams. Synergy Health Partners
can even manage entire emergency departments. If there's a problem, it can
generally be solved with one phone call to our physician leaders.

Recently we have noticed forward-thinking administrators calling us before
staffing irregularities become dire, sometimes proactively asking their in-house
surgeons to continue to serve their hospital as part of the Synergy Health
Partners team. That's how we know we're on to something meaningful and
beneficial to hospitals and clinicians alike.

What is a surgicalist?

The surgicalist model is an example of how Synergy Health Partners solves
hospital staffing challenges. A surgicalist is a surgeon whose sole focus is to
take emergency on-call at a dedicated facility, providing much-needed relief for
the local team of surgeons.

Many hospitals find it difficult to staff certain specialties — a hand or
shoulder surgeon for example — creating gaps in coverage. This can be
particularly difficult for Level II trauma centers that need round-the-clock
coverage, or urban acute care centers with high volumes, or rural hospitals that
may have trouble recruiting full-time surgical specialists in remote parts of
the country. The surgicalist model solves these challenges by taking the call
coverage off the local surgical group, freeing them up to focus on elective
cases. The model was also designed to allow providers to take time off to spend
with their families. We’ve heard from many surgicalists who thank us for
restoring their personal lives. One climbed Mount Everest and another volunteers
for a mission hospital in Honduras.

What opportunities do you see for hospitals in the future?

We believe the hospitals that will thrive will embrace three fundamental tenets:
clinician-first culture; technology that improves patient outcomes, and
efficiencies; and partnerships that provide frameworks and support to make it
all possible.

The right partnerships are essential to achieving the long-term goals of the
hospital, specifically remaining financially viable in order to provide
excellent care to satisfied patients in their communities.

This Executive Insight was produced and brought to you by

 

To learn more visit: https://synergy-hp.com/



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