Census-based scheduling is inexpensive yet effective. It can reduce operational costs and improve patient care—in short, it makes sense. So why aren’t more hospitals adopting the method? Although it has proven efficient in recent years, some hospital directors are cynical about the forecasting approach, weary of its seemingly counter-intuitive nature. It’s true; directors have been using less-technical methods for decades, but what most don’t realize is how significant a financial burden it is to over- or under-staff a unit.

Read more: Making Sense of the Census

Increasingly, a quality outcome isn’t enough to trigger a high patient satisfaction rating. Patient expectations are higher than ever and expected to further increase during the next decade. The advent of consumer-directed healthcare options, health savings accounts, walk-in clinics, and other innovations have put more power in the hands of consumers, and they will no longer tolerate business as usual.

Read more: Vital Role

Every other year, Development Dimensions International (DDI) undertakes a mammoth study of the state of global leadership. Surveying leaders across the globe that work in all industries, we develop a picture of leadership in contemporary times. A subset of that research focuses specifically on the healthcare industry. Gathered here are highlights of that research with a focus on leadership development and the state of women in leadership, derived from the responses of more than 1,300 healthcare professionals across the US. 

Read more: The Gender Game

To increase patient satisfaction scores, make sure your workers are engaged. That’s the finding of a new study commissioned by the Forum for People Performance Management and Measurement that shows definitive ties between the level of employee engagement in a hospital setting and the patient experience. Jennifer Rosenzweig, Forum research director, said the independent study is the first in the healthcare field to link employee engagement and patient satisfaction, although past Forum research in other industries has revealed similar results. 

Read more: Happy Workers, Healthy Profits

Half of America’s 5,800 hospitals operate in the red. Administrative costs are excessive, and to a large extent, the waste and inefficiencies can be traced to leadership. The reason is that many leaders are unwilling to make hard choices about how to curb excessive expenditures. They don’t hold one another accountable, put a stop to underperformance, or acknowledge their own conflict avoidance. 

Read more: The Naked CEO

Navigating the healthcare system when one is not facing a serious illness or injury can be frustrating. But when your health or the health of a friend or loved one hangs in the balance, those decisions can become, literally, life and death. More hospitals are recognizing the need for inhouse staff who can help patients and their families sort through treatment options, care plans, medical literature, and the maze of hospital departments. Patients and their families long have advocated for access to care and treatment, but hospital-based services are still in their infancy.

Read more: Navigating the Healthcare Waters

For decades, hospitals faced with allegations of malpractice largely took a deny-and-defend approach, putting the onus on the patient to prove in court that a practitioner or institution was at fault in a poor outcome. But long-time observers of the healthcare industry say that hard-nosed culture is now softening for reasons that make good economic sense.

Read more: May It Please the Court

Buy-in from everyone involved is critical to successfully implementing new procedures, right? It’s clear that would apply to implementing checklists, something many healthcare organizations are doing or plan to do. So, what will it take to convince key stakeholders that checklists save lives and money? New evidence is making that job quite a bit easier. 

Read more: Making a List

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