In this post, I’ll begin to talk about ways we can drive the development of strong teams through information sharing and rapid cycle tests of change. Sometimes this requires us to become “comfortable being uncomfortable.”
I think it’s time we agree that performance management in healthcare is woefully broken.
Technology has enabled many things in life to move from once-a-quarter, to continuous. It’s time to leverage technology to enable management in healthcare to do the same.
Hospitals and health systems across the US and in the UK are using the Laudio platform for one of its core use cases - measuring the indicators of burnout and helping frontline managers react to those indicators in real-time. Over the course of the past few months, I’ve been tracking burnout indicators and how hospitals have been proactively managing them for both nurse and non-nurse roles.
Over the course of the past few weeks, our health system clients have been working with us to navigate the changes that the COVID-19 pandemic has created. In particular, we’ve seen ICUs in hospitals across the country taking the lion’s share of the COVID cases.
Last week I published the first in a series of blogs focused on nursing in the midst of a crisis and why it is truly a team sport. I also highlighted that the value of our role and the job we do remains the same, both during and in the absence of crisis. This week I would like to share some of my learnings from my experience.
One of the core use cases of the Laudio platform is measuring indicators of burnout and helping frontline managers react to those indicators in real-time. Over the course of the past few months, I’ve been keeping an eye on many burnout indicators and tracking how hospitals have been proactively managing them.
I am a nurse. My clinical background includes six years as a bedside nurse in a medical intensive care unit at a huge, magnet-designated, academic medical center. It was the highest level of care you can imagine - every therapy from ECMO to solid organ transplant, cutting-edge immunotherapies, really complex, high-risk surgeries. We handled all kinds of atypical illness presentations where a patient needs to be evaluated by providers that have “seen it all.”
I’ve had the opportunity to speak with more than a dozen Chief Human Resource Officers (CHROs) from large and small health systems across the country. And, one thing I heard repeatedly during each conversation was that the healthcare industry is at an inflection point and those systems that adapt quickly and create new sustainable structures and norms will survive and thrive post-COVID.