How can we prepare for the future of health technologies? – Marketplace Experts

pat mulloy

Over the past few years in retirement homes, we have seen many anticipated technological changes suddenly come to fruition. Companies that had been promising more digital care options for years found they could not drag their feet any longer, implementing new telehealth platforms, capital management systems and staffing solutions. Ready or not, the future of health technology is upon us.

It has not escaped me, or my peers, that while many of these changes were long overdue, it took the severity of the COVID-19 pandemic to set them in motion. Our industry’s response to the pandemic has proven that healthcare will adapt to changing circumstances not when fully prepared, but when it must.

While the reality of updating to a new generation of health technologies can be daunting, this moment also offers many opportunities to make health a more inclusive, innovative and flexible industry in which to work. Right now, there are ways to reduce the work ahead by preparing for the health technology of the future.

Bring equal access to the conversation

The explosion of telehealth services over the past two years has been absolutely tremendous. With telehealth newly implemented or newly popular in so many settings, there is no reason to expect it to fall out of favor. Just as many employees are getting used to working from home and older Americans are considering aging in place, patients are getting used to the idea of ​​accessing digital healthcare.

In some cases, this development can significantly increase accessibility to health care. Theoretically, telehealth gives rural residents access to specialists they might otherwise never see and offers people with reduced mobility an easier way to connect with providers.

But not everyone has a broadband connection – and those who do and those who don’t are divided by income, location and disability. Telehealth will not be an equitable solution until broadband access is equally equitable. We need influential health voices advocating for internet equity and defining digital access as a health issue, because that is exactly what we face.

Approaching the future with integrated platforms

Internally, the best thing individual companies can do to prepare for the future of healthcare technology is to ensure that their existing platforms can integrate with other software. Without integrations, healthcare leaders will need absurdly complex webs of software solutions to manage talent and deliver care.

Isolated systems are both inefficient and uninformative. Inefficient, because digital doesn’t live up to its promise if workers still have to spend hours manually porting information between platforms. Not informative, because only an integrated system can provide useful data on the constant failures of a talent management process.

Our recruiting platforms need to work with our integration software, which needs to connect to our employee management systems, which need to interact with our capital management clients. Any system that cannot integrate will inevitably drag down our processes and eventually fall into disuse.

Leaders can move forward in two ways. Either prioritizing software that offers a full-service staffing model, or only using tools that offer robust integrations.

Managing New Health Care Changes

As healthcare employers grapple with the continued shortage of talent, some will need to embrace greater shift flexibility to maintain operations. This flexibility can come in the form of shorter, more flexible shifts – a change some healthcare workers have been asking for years.

Do these unconventional shifts offer advantages to employers? Certainly. With greater flexibility, more candidates will be able to integrate healthcare work into their lives. By offering these shifts, you increase the chances of successfully employing parents, students, and even part-timers who have extra jobs.

Along with these new changes, employers are faced with entirely new roles, such as infection preventers. Because healthcare work is constantly changing, our software will need to adapt quickly. Talent management software should be flexible enough to accommodate a changing workforce and an atypical workday.

Prioritize hiring time and find more candidates

Whenever we talk about the future of healthcare, staffing is at the heart of the conversation. Our future success depends on our ability to attract new healthcare workers and retain those already in the industry. Addressing the talent shortage is the most important task facing new technologies today.

Right now, healthcare has one of the slowest hiring processes of any industry. Part of that comes with the territory. Any highly skilled position will take time to fill, and healthcare is full of such positions. But slow hiring is also due to bureaucracy, inefficient processes and outdated software. To put a specific point on this problem: it is not possible to rapidly increase the health workforce if promising entry-level candidates are drawn into a long hiring process and receive competing offers along the way.

Individual companies may be able to avoid lengthy hiring times with recruiting technology, but healthcare hiring remains a competitive world. In this case, falling behind the success of other businesses is a guarantee of failure.

In the future, we can expect recruiting technology focused on reducing time-to-hire. Candidate sourcing, interviewing, selection, placement and onboarding will all need to happen faster to meet ever-increasing demand. Fast hiring is the only way for sole proprietorships to find employment with established workers. This, along with connecting and engaging healthcare workers for the first time, are the only two ways to ensure successful staffing.

Although there are many challenges ahead, we are going through extremely exciting times for health personnel and operations. It should be noted that so many of these changes relate to improving access to work and care. We now have the opportunity to proactively shape a better future for healthcare workers and businesses.

Pat Mulloy sits on the advisory board of Application, an end-to-end healthcare staffing solution. Mulloy is currently Of Counsel for Wyatt, Tarrant & Combs, Chairman of the Board of Argentum, and previously served as CEO of Elmcroft Senior Living and President and CEO of Atria Senior Living. Mulloy received his bachelor’s degree from Vanderbilt University and his JD from Vanderbilt University School of Law.

The opinions expressed in McKnight Long Term Care News guest submissions are those of the author and not necessarily those of McKnight Long Term Care News or its editors.

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