Technologies such as virtual reality and artificial intelligence have until recently only been associated with gaming and other types of entertainment, but their influence in healthcare is rapidly gaining traction.
We know that every team member in our health systems is mission critical in providing patient-centered excellence. Ensuring that every team member who wears an employment badge is competent (and ultimately confident) is the ultimate responsibility healthcare leaders face. Use goal management to clearly outline competencies, and achieve organizational objectives.
A number of research studies have illustrated processes and activities that hospitals can undertake to lower readmissions, including better discharge processes and better coordination of care with post-acute facilities and primary care doctors
A positive transformation occurs in patient’s perception of their care when touch is added to a task. That is certainly true with the Bedside Shift Report (BSSR).
The orientation towards lifelong learning may be one of the most important competencies healthcare staff must possess for future success, and it will be up to employers to harness and engage new generations in untold and different ways.
In order to maintain their reputations for integrity and impartiality, medical associations for all kinds of specialties have to be vigilant about avoiding and identifying conflicts of interest among their members.
It has never been more important for your Human Resources Department to know the business and to step up as an integral component to the success of your healthcare organization. HR leadership must be able to validate their value and be able to speak in quantitative, objective terms.
Hospitals have been granting clinical privileges for approximately 40-50 years, but for much of that time period, privileging systems have not addressed current clinical competency in any meaningful way. In recent years this has been changing, by necessity.
The Joint Commission has found inadequate safety culture to be a significant contributing factor to adverse outcomes. To support this finding, it recently emphasized the need for healthcare leadership to create an effective culture of safety.
BJC’s story of operating a single database is not unheard of, but their system is more advanced than what most healthcare organizations use, making them stand out as a leader in the industry.
Competencies ensure the right people at the right level of your organization are equipped to achieve optimal performance outcomes. Successful competencies align with the organizational goals and individual performance evaluations, and are used to build a coaching culture.
Missouri Slope Lutheran Care Center ow uses HealthStream resources for new employee orientation which has made the process more efficient and engaging.
What started [the move to patient advisors and patient-centered care] was a story from a staff member whose family member, her younger brother, had been a patient in our hospital.
Here are some current issues and industry changes as well as some solutions that will continue to be big challenges in nursing facilities (SNFs), from HealthStream.
Every healthcare organization wants to create an optimal experience for patients and visitors. While there are nuances involved in the way adults prefer to learn, the vast majority benefit from various learning models that employ variety and choice in their approaches.
Poor communication can increase medical errors and hospital readmission rates for patients with chronic diseases such as congestive heart failure and diabetes as well as lead to misuse of medications.
Healthcare is becoming more complex and specialized, with increased demand for complex health services and fast adoption of new methods. These trends have forced providers take a multidisciplinary approach to healthcare, including a greater need for effective, integrative teams.
Our healthcare model pushes to extend life, even if it comes at a high cost and sacrifices the quality of the patient’s remainder of life. These six observations focus on the latest developments surrounding care at the end of life.
Prior to implementing Echo, the reappointment process required two FTEs for five business days—and perhaps six sacrificed trees and seven bursting file cabinets. The reappointment process required a total of 80 hours. The process revised with Echo requires just one FTE for three hours—a savings of 77 hours.
The Penn Medicine MSO made a strategic decision to streamline and automate their processes. The credentialing review process — where an initial applicant or reappointment applicant is reviewed by the clinical department chairmen prior to presentation to the Credentials Committee — was an important part of that effort.
