Why healthcare organizations having difficulties staffing up

healthcare organizations are having difficulties staffing up

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No matter what part of nursing you chose, you always had to work in “short-staffed” conditions, and there were always opportunities to pick up shifts. Getting shifts to assist a unit, earning extra money for a household project, or adding to your savings account became a habit of most nurses. They would generally pick up shifts by the start of the shift to make sure that we had enough personnel to run safely. At this time, our staffing requirements are usually met. If they were not, someone from the previous shift would stay over to make sure we had enough personnel.

Sometimes, more standard short staffing was better or worse than usual. Occasionally, events would cause nurses to reconsider their own risk before taking on extra shifts, such as the 2009-’10 H1N1 flu epidemic or the 2014 Ebola outbreak.

Why are there so few nurses when nursing has always been a popular profession path?

In October 2021, nearly 1 in 5 Healthcare workers will abandon their jobs in the United States, according to a study. During COVID-19, 30% of healthcare workers resigned from their work, and 31% considered leaving their organizations – with 19% intending to leave the field.

In the current healthcare system environment, three primary factors are driving a transformation: 

1. Growing demand for innovative healthcare services 

2. The increasing costs of healthcare services 

3. The relentless mandate to improve patient satisfaction

Silver Tsunami

Long ago, we heard about the looming “silver tsunami” in healthcare. Baby Boomers would likely overburden healthcare providers, resources, and funding, as well as the fact that many healthcare professionals were also Baby Boomers, which would eventually lead to a shortage. The “silver tsunami” has arrived, and an estimated 73 million people are part of this generation. As a result, the boomers are tech-savvy and connected at home using the Internet, TV streaming, and third-party services such as Netflix. The boomers expect the same services in the hospital as they do at home, so healthcare systems must revisit and re-prioritize technology projects to maintain or increase their patient satisfaction ratings.

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Limited Nursing Resources

In addition to the 500,000 seasoned RNs anticipated to retire by the end of 2022, the U.S. Bureau of Labor Statistics expects 1.1 million new RNs required for the expansion of the nursing field and to replace the retirees. We need to produce nurses faster. On top of that, we need more nursing professors to train our next generation of nurses, which means healthcare systems are looking for new and innovative ways to boost staff satisfaction. If you can mitigate the two trifectas, healthcare systems are looking for ways to automate manual workflows to increase efficiency and pump up their benefits packages. There is still time to make a significant impact.


A new pandemic variant is approaching its third year, and it will emerge when things begin to settle down. A trifecta of reasons is coercing healthcare agencies to innovate quickly and be economical in COVID-19. As a result, we’ve seen “virtual” nursing programs swiftly deployed, hundreds of tablets quickly deployed to support telemedicine in COVID-19 rooms, and many other clever approaches to use technology to solve problems.

The trifecta is here to stay for as long as I’d like to deny it.

During our vendor partnership with our customers, we’ve gotten to hear first-hand accounts of the strain the last few years have put on your margin and staffing. I’ve seen the public data regarding ‘the great resignation,’ and my friends and former colleagues have even switched employers. It’s been a challenging time for a lot of people in the sector.

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Nursing staffs are now more distracted than ever and should be assisted in lightening their workload so they can focus on patient care. When workflows are efficient and automated, nurses have more opportunities to care for patients and better patient outcomes, happier patients, and better results.

With the rapid deployment of an enterprise cloud-based video solution, many hospitals could connect families and patients via video at critical times. They also use telemedicine and virtual patient rounding to reduce staff exposure to risk in their COVID-19 response strategy.

All the drivers of change for our customers are affecting the day-to-day operations at the hospital and affecting things such as profitability, staffing costs, patient outcomes (readmissions, adverse events), patient surveys, and staff satisfaction results.

There are a few prime examples:

It has been estimated that automatic meal ordering has saved over 10,400 hours of staff time at hospitals since the start of the pandemic.

Building service requests allows patients to request non-urgent, non-nursing needs without having to call, saving on-duty nurses time.

A patient can place an on-demand translation, telemedicine visit, or zoom call using his bedside device by clicking a few clicks on the patient’s screen.

These are just a few examples of how we’ve been able to get close to our customers to assist them in adapting to the ever-changing healthcare demands.

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