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Taking Care of the Health Care Workforce Through and Beyond COVID-19

The COVID-19 pandemic has stressed the health care workforce, both exacerbating existing issues and presenting new challenges. Team-based care, flexibility and clear communication have never been more critical, and new roles are being developed with each passing wave as we all adapt to a post-COVID delivery system. As the national advocate for hospitals and health systems, the American Hospital Association continues to focus on the health care workforce to ensure we support the field in skill development, team training and reimagining the future workforce. 

Hospitals and health systems recognize that the individuals who work in their organizations are truly the heart of their mission to care. The AHA’s workforce framework is organized around four key areas to better connect leaders and teams to the resources they need:
  • CAPACITIES: Ensure hospitals have sufficient workforce capacities, through a pipeline of talent that hospitals can hire, retain and grow, to support health in their communities.
  • COMMUNITIES: Support and tap into health professional communities to build resiliency and a healthy, safe, and diverse work environment.
  • COMPETENCIES: Identify, promote and develop required workforce competencies for current and future needs and support hospitals in planning for these as part of their overall strategy.
  • CATALYSTS: Provide tools, programs and services to be catalysts for member and field action to change and adopt new technologies and models for care delivery.
COVID-19 has highlighted the challenges faced when administrative burden, sub-optimal communications systems and unbalanced teams collide with an extended crisis. In order to address the pressing concern that clinicians will be confronting post-traumatic stress and burnout symptoms due to the pandemic, the AHA’s Physician Alliance updated its Well-being Playbook. The first part focuses on the impacts of COVID-19, highlighting COVID-19-specific resources. These case studies, podcasts, webinars and other tools address burnout and operationalize peer support. The second part of the playbook guides hospitals and health systems through the process to develop or expand upon their current well-being actions and programs.

We also know it is critical to plan for the enduring change to the workforce resulting from the pandemic. The annual Talent Scan, based on reports and studies from leading organizations and researchers, delivers workforce insights hospitals and health systems can use during this time of uncertainty and continued transformation. Topics covered include COVID-19, workforce shortages, team-based models, artificial intelligence and clinician well-being.

Another long-term planning resource is Futurescan, a series of articles curated by the AHA’s Society for Health Care Strategy & Market Development in collaboration with the American College of Healthcare Executives. The most recent Futurescan 2021-2026 features the expertise and perspectives on topics such as social determinants of health, consolidation, societal violence, consumerism, finance, culture change, technology and the role of private equity in health care innovation.

To help you understand how artificial intelligence (AI) is meeting today’s challenges and shaping your workforce, this Market Insights report from the AHA Center for Health Innovation guides senior hospital and health system leaders through key considerations for integrating AI into the workforce. It can be done, and it is being done with demonstrated improved outcomes while supporting clinical and quality goals. In addition to this report, AHA and Microsoft teamed up to offer a unique course, AI in Health Care: Leading Through Change. This course is designed for clinicians to increase decision-maker readiness and confidence in utilizing AI in both administrative and clinical areas. 

Finally, the AHA advocates for policy and legislative changes on behalf of our members. Our recent letter to President Biden regarding the American Jobs Plan addressed initial recommendations for infrastructure investments to ensure our hospitals and health systems are equipped to respond to public health emergencies and deliver equitable, environmentally sustainable care to their communities. We urged support for policies that ensure an adequate, sustainable health care workforce.

The AHA has long connected health care leaders with ideas and colleagues on key issues and will continue to innovate as the health care workforce emerges from the COVID-19 crisis. Visit https://www.aha.org/workforce-home for the most up-to-date resources, including case studies and podcasts.

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By Brad Turner-Little February 14, 2025
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