Persistent staffing shortages are challenging providers' ability to provide patient care effectively, efficiently, and sustainably.
During Becker's 12th Annual CEO + CFO Roundtable, leaders and attendees from across the country discussed how organizations can approach staffing issues in an effective and strategic way.
This session was sponsored by Amergis Healthcare Staffing/Sunburst Workforce Advisors and moderated by Amy Alsante, DNP, RN, NE-BC, CHEP, LSSGB, chief nursing officer at Sunburst. She was joined by two company leaders—Jason Cupples, vice president of Sunburst, and Chris McCaslin, senior vice president at Amergis.
Three key takeaways were:
1. Sourcing frontline talent is an ongoing challenge
Organizations need to be creative in how they foster a sustainable workforce. Some have attempted to address this issue by recruiting nurses internationally, but obtaining a U.S. work visa remains a significant barrier. Others have established internal staffing agencies, but these often fall short of meeting demand. In turn, employers hire costly travel nurses through temporary agencies driving up labor costs.
2. New approaches can help fill staffing gaps
Leaders are encouraged to stay creative, nimble, and committed to long-term plans. Utilizing a workforce solution advisor like Amergis/Sunburst, which avoids contractual clauses that hinder temporary nurses from being hired long-term, is one approach.
"Who are we to get in the way of a temporary engagement turning into a long-term, full-time assignment?" Mr. Cupples asked.
Mr. McCaslin emphasized that providers should engage openly with their staffing partners to address these issues. "Part of it is understanding the inner workings of a staffing company to see how they can benefit your organization financially."
3. Cost isn't everything when filling positions
Many temporary staffing agencies focus on helping clients fill vacancies at the lowest possible cost. Amergis/Sunburst, however, views its mission as communicating the value of temporary workers and giving transparency into how rates are justified compared to full-time employees.
"It's a healthy conversation to have because we're not selling widgets," Mr. Cupples said. "We're selling somebody's services, time, and expertise."