This article is part of a series on what the healthcare industry looks like one year after the novel coronavirus was declared a pandemic and life in the United States began to drastically change. Healthcare workers have been pushed to their limits during the COVID-19 crisis, and some are considering a change in profession or setting as the country marks one year into the pandemic.
Travel nursing agencies, healthcare consultants, and financial advisors have long preached the value of a scalable healthcare workforce that could adjust to a facility’s varying census needs.
When Ariel Coleman, 28, quit her last job, as a project manager in the corporate office of a bank, it wasn’t because her new employer offered her a raise, a different role or more seniority. “The work-life balance is just much better,” she said.
Hospital profitability declined for the first time this year during the month of June. Operating margins were down 1.88%, according to a new flash report from Kaufman Hall. Analysts blamed the decline on the inability of many hospitals to rapidly cut expenses to match a decrease in patient volumes.
Many managers have little faith in their employees’ ability to survive the twists and turns of a rapidly evolving economy. “The majority of people in disappearing jobs do not realize what is coming,” the head of strategy at a top German bank recently told us.
Flexible work schedules have been around for decades, at least since the U.S. Bureau of Labor Statistics began tracking data for them in 1985. However, 2018 may be the year that the topic of workplace flexibility finally crosses into mainstream awareness.
In today’s rapidly changing business environment, companies that rely solely on full-time employees are finding they have neither the skills nor the agility to sustain success.
Throughout the years, employees’ desires and demands have evolved, and it can be challenging for companies to keep up. Employers are bombarded with a wide range of trendy tips for keeping different generations of workers happy.