The Christopher Group, Agile HR Business Solutions’ Post

"I am one of those nurses that has thought many times over these last few years of leaving the profession all together. I absolutely love being a nurse and am passionate about the work. I have worked my entire career (15 + years) at HSC. I am profoundly grateful for the experiences I gained during those many years of work. This past year however, I made the very difficult decision to leave my position. It was difficult to leave my co-workers and the skill set that only HSC can provide. I left solely because of the toxic culture and leadership that exists within the walls of HSC.    This is the culture we are all talking about that has to change.   Patriarchy and misogyny in general society - and especially in healthcare - is still very prevalent. Yes, we have way more female physicians and health leaders, however the same patriarchal culture exists. In fact, in some instances it's our female leaders perpetuating it.    Radical change starts with one person.   Today, I challenge all my female nurses, co-workers, allied health professionals, physicians, managers & executive leaders to stand united and lift one another up. To recognize we all bring something to the table. Stop silencing one another. Stop tolerating.   I encourage senior health leadership, executives, and government to stop gaslighting.   Start making RADICAL change.   Stop using frontline staff as a scapegoat for poor leadership.   Start implementing RADICAL change.    We all have the power to evolve and grow. In order for the culture to change in health care every single one of us needs to decide we won’t accept anything less than RADICAL CHANGE. Start with leadership. Start today."   #MNUnity ✊

Career Growth - you're in the driver's seat, you pick the road. Choose clinical specialties, leadership and/or educational leadership. We have the programs- You control your destiny. #pt #dpt #physicaltherapist #physicaltherapy

Interesting article on how health systems and educators can work together to close the talent gap: - Healthcare workforce shortages are a significant challenge, exacerbated by the COVID-19 pandemic, resignations, and demographic shifts. - Health systems face a long road to address these challenges and are considering education partnerships to bridge the talent gap. - Three education models are being explored: health systems creating their own education entities, partnering with educational institutions, or working with vendors to administer education. - Postsecondary-education providers benefit from access to clinical rotations, a large pool of prospective students, and improved postgraduation outcomes. - Communities benefit from improved access to care, economic growth, higher-paying jobs, and addressing racial inequities in healthcare pay and career trajectories. - Successful partnership models should focus on job readiness, align education with job demand, provide accessibility, be financially sound, and involve a long-term commitment. These partnerships aim to address current labor challenges in healthcare and create a more diverse and equitable workforce for future demands. #talent #healthsystems

How health systems and educators can work to close the talent gap

This week the first pilot program of the North Carolina Health Talent Alliance’s officially launched in Wilmington. The Talent Alliance is a landmark partnership led by the #NCChamberFoundation and the NC Center on the Workforce for Health. Vincent Ginski, Director of Workforce Competitiveness for the NC Chamber Foundation said, “The overarching goal of the NC Health Talent Alliance remains simple, but bold: We aim to eliminate talent shortages in one of the state’s bedrock economic sectors and create sustainable talent pipelines directly responsive to health care employers’ most critical needs.” To accomplish this, the Alliance is utilizing the U.S. Chamber of Commerce Foundation's proven Talent Pipeline Management (TPM) program across the North Carolina Area Health Education Center’s (AHEC) network. The first programs to launch will be in the following AHEC regions: Southeast (Wilmington’s region), Piedmont, Northwest, and Charlotte. As one of the fasting growing areas in the country, TPM will help Southeastern NC address their health care worker shortage. Their group has already engaged 44 Wilmington employers regarding TPM in the region. You can read more about the Wilmington announcement here. https://bit.ly/46ocuHa

How can healthcare companies make changes today that will help its workforce build a stronger future? Attracting enough qualified employees in nursing, allied health, and many other roles has posed a meaningful challenge for the healthcare sector since before the COVID-19 pandemic. Join the conversation with McKinsey as we explore workforce shortages in healthcare, describe the three educational models, and examine five design elements that could improve the likelihood of success, regardless of the chosen model in a recent article by my colleagues below⬇️ #HealthcareWorkforce #FutureReady #EquitableHealthcare

How can healthcare companies make changes today that will help its workforce build a stronger future? Attracting enough qualified employees in nursing, allied health, and many other roles has posed a meaningful challenge for the healthcare sector since before the COVID-19 pandemic. Join the conversation with McKinsey as we explore workforce shortages in healthcare, describe the three educational models, and examine five design elements that could improve the likelihood of success, regardless of the chosen model in a recent article by my colleagues below⬇️ #HealthcareWorkforce #FutureReady #EquitableHealthcare

I'm really enjoying this substack newsletter. In fact, I'm finding substack's to be a helpful way to consume news these days. I like the unique insights of folks who are experts in their field adding perspective to stories. If you haven't subscribed to any substacks, jump in and try out a few. #substack #healthcare #workforce

Part 2: Results: SEM revealed that collaborative leadership accounted for 83% of the variance of individual productive work performance and 77% of the variance of nurses' innovative behavior. Moreover, nurses' innovative behavior partially mediates the relationship between collaborative leadership and their productive work performance. Conclusion: Collaborative leadership practices are powerful strategies to enhance the innovative behavior of nurses and sustain their productive work performance. Implications for nursing and health policy: Fostering a collaborative atmosphere in workplace is mandatory for nurses' innovativeness. Replacing hierarchal leadership styles with collaborative ones is a promising strategy to enhance the productive performance of nurses. Healthcare managers and leaders could cultivate an interprofessional collaborative culture in the workplace in order to sustain productivity and eradicate counterproductive work behaviors among healthcare providers. Abdelwahab Ibrahim El-Sayed A, Shaheen RS, Farghaly Abdelaliem SM. Collaborative leadership and productive work performance: The mediating role of nurses' innovative behavior. Int Nurs Rev. 2024 Jan 13. doi: 10.1111/inr.12934. Epub ahead of print. PMID: 38217403. #Gesundheit #Bildung #Fuehrung #Coaching #Mindset #Motivation #Gehirn #Neuroscience #Psychologie #Persoenlichkeitsentwicklung #Kindheit #KeyNoteSpeaker #Humangenetik #Biochemie #Neuroleadership #Ernaehrung #Transformation #Stress #Demografie #Gender #Age #interkulturelleKompetenz #Epigenetik #Veraenderung #EmotionaleIntelligenz #Change #Gesellschaft #Organisationsentwicklung #Philosophie #Beratung # Quantum

Diversifying the Physician Workforce — From Rhetoric to Positive Action Joy and Christine, we should really revisit our PHIT proposal as the work is important for future public health workforce development with DEI See below the NEJM diversity focus https://lnkd.in/gjXNKH5N