Fri. Nov 27th, 2020

every year, Trendputers try to identify changes in the recruitment of new leaders in the country’s hospitals: CEOs of experienced hospitals? Doctor with management skills? Successful Insider? Outsiders from other industries? All of the above?

Hiring trends matter as they signal in new directions in an evolving health market. Among the highest rates reported in the last 15 years – with a turnover of 18 percent – the most that may be revealed is why so many CEOs are leaving their positions and how new ones are elected.

“The driving factor is complexity in the new health care environment,” says Donald Mueller, CEO of Children’s Hospital in Tenenogo, Tenenoga. “It calls for new types of leaders and [hospital] Boards recognize this. “

Health care is, and always has been, one of the most dynamic industries in America. Affordable Care ActHowever, the pace of change has accelerated dramatically, with a renewed emphasis on payment reform, prevention and population health.

With the new competitive pressure, a shift from a fee-for-service medical system based on providing high-quality care at low costs, the demand for entrepreneurial leaders has increased. “Fee-by-service medical abandonment means that you will no longer be able to crank up your bottom line to increase your volume,” says Mueller. “Either hospitals will change their way of thinking and become more innovative or they won’t survive.”

This means rethinking everything from the scope of services to the way they are delivered. Hospitals are forming new alliances to bring in new patients and keep costs down – sometimes with traditional competitors – and by adopting other technologies, Electronic health record, To meet the growing needs of their institution.

The shift to electronic health records is an example of the type of high-stakes that today’s hospital CEOs must perform, says Andrew Aguonobai, a pediatrician at Berkeley Research Group and managing director of healthcare performance. “With a large electronic medical record system that costs millions of dollars,” he says, “there is a desire to take advantage of the investment and make sure it is working for the organization.”

The healthcare market is also changing. Hospitals and private-practice physicians can no longer expect patients to visit them. Increasingly, patients choose for more convenient care available through retail outlets such as Walmart and CVS, Mueller says. Now that health plans pay more costs to patients, they are conscious of much higher costs. They say that people are no longer choosing their provider on the basis of whether a doctor went to a reputed medical school. “Now they are asking, ‘How do I get instant access and keep the cost out of my pocket?”

Given the complexity of the new health care marketplace, hospitals are increasingly focusing on team-building and succession planning, sometimes years before, president and CEO of the American College of Healthcare Executives (ACHE), which published business studies Do, say. .

In 2014, the organization surveyed 1,112 community hospital CEOs to ask about CEO succession planning. Survey More than half of the 470 respondents found that their hospitals planned for a smooth transition to a new CEO, using such structured activities as coaching, feedback and formal advice. It accounts for over 21 percent of freestanding hospitals and 30 percent of system hospitals that reported using the approach in studies conducted in 2004 and 2007.

Bowen says, “When looking at succession planning, hospitals look at talent development within their organization, not just to replace CEOs. I think there are people who are looking at internal succession more than ever Huh.”

Some hospitals prefer CEOs with medical degrees because more than half of the country’s doctors have gone to work for health systems. Doctor-CEOs understand the concerns of these physicians, Agwunobi says.

The ACHE survey found that three-quarters of respondents were involved in finding their replacements. Like any other successful corporate leader, hospital CEOs want to leave their institutions in capable hands, says Chris Corwin of executive search firm Witt / Kiefer. As a successor is discovered, they may spend weeks or months wrestling with a simple question:

“Whom am I taking behind?”

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