U.S. Rep. Jan Schakowsky, co-chair of the House Democratic Caucus Task Force on Aging and Families, and U.S. Sen. Sherrod Brown recently joined leaders from three unions to call for minimum nurse-to-patient staffing requirements in hospitals.

Nearly 1 in 5 Massachusetts nurses aim to leave the field within the next two years, The Boston Globe reported March 29. More than half of them plan to retire. 

The California Department of Health Care Services on March 28 began issuing $1 billion in one-time retention payments to healthcare workers, according to its website.

Three Oregon labor unions and the state hospital association have reached consensus on a series of amendments to proposed staffing legislation. 

Generation Z may become "the true modernizer of the retirement industry," according to a recent survey from Principal. 

Inflation is rising and the economy remains uncertain — but rather than slice spending, nearly half of employed U.S. consumers are earning supplemental income on the side, Bloomberg reported March 27. 

As hospitals and health systems remain focused on recruiting and retaining top talent, they have rolled out various strategies to rehire both clinical and nonclinical workers who left during the COVID-19 pandemic. Healthcare organizations have embraced flexibility as one approach but are also using personal reachout and mining data to bring workers back.

Contrary to widespread reports of staffing shortages, healthcare employment reached pre-pandemic levels with the addition of 44,200 jobs in February, according to a recent report from Altarum. 

Many cities looking for physicians are also posting jobs for locum tenens physicians, suggesting considerable need, according to a recent report from Doximity. 

Just as healthcare workers are frustrated and burned out, so are patients who often have to wait for long periods of time for care in overcrowded waiting rooms or in patient rooms when clinicians are busy tending to other people or necessary administrative work. 

Workers are fleeing careers affected by COVID-19, taking advantage of vast opportunities in a labor market demanding talent. This so-called "Great Resignation" has carried on through high-profile layoffs and rising inflation — tipping the workforce scale in workers' favor. 

After three years of COVID-19 modifications, employers are well aware that workers want flexibility. The "new normal" is losing its novelty — and workplaces are adapting for the long haul.

UPMC Somerset (Pa.) Hospital's total staff has increased by nearly 7 percent since it merged with Pittsburgh-based UPMC four years ago, one of many signs that leads hospital president Andrew Rush to believe the move is paying off, according to The Tribune-Democrat.

Mandated nurse-to-patient staffing ratios are on trial in legislative sessions nationwide — stalling in some states, clearing hurdles in others. Here are six updates from across the country: 

Members of the Florida Senate Health Policy Committee voted unanimously March 20 to advance a bill that would enhance criminal penalties for people who knowingly commit assault or battery upon workers at a hospital. 

Chuck Lorre — a TV producer and writer known for creating The Big Bang Theory — has donated $30 million to fund Cedars-Sinai Medical Center's new allied health school in Los Angeles.

On-Demand, Flexible, Workforce Marketplace, Latent Supply, 1099 Gig, and Workforce Ecosystem are terms that have become ubiquitous in healthcare workforce crisis leadership and board discussions, but what do they really mean and what works?

Workers in their 20s are missing from the workforce — hundreds of thousands of them, Bloomberg reported March 17. It's hard to pin down a reason why. 

Hospitals and health systems must consider various factors when trying to recruit and retain top talent. While employee feedback has long been among these factors, it has become even more crucial amid today's healthcare challenges, according to Eric Van Duren, chief talent acquisition officer at Cincinnati-based Bon Secours Mercy Health.

Nursing is a family affair for Maureen Kenney, MSN, and her 26-year-old twin daughters, Emily Kenney, BSN, RN, and Elizabeth Kenney, BSN, RN.