Introduction
The health sector is essential to both the economy and society as a whole. It gives a lot of people jobs all over the world, which helps social and economic growth. It is crucial for the health and social well-being of people who work. Over the past several decades, the healthcare system has made much progress, thanks to advances in medicine, new technologies, and better social protection. These changes have positively affected promoting, protecting, and restoring people’s health. However, it is going through significant changes all over the world right now. The main goal of this paper is to look at the main problems with the workforce and develop a staffing plan to fix them.
Modern and Future Workforce Analysis
There are a few main reasons why it is vital to figure out how many, what kinds, and what skills and responsibilities health workers each country would require in five, ten, or fifteen years. The first argument is how people’s needs for health care services change as their ages, sexes, diseases, cultures, and social situations change (Norful et al., 2021). As people in Europe get older, their needs change. This means that services need to change to help with chronic conditions, provide more social care, and meet needs at the end of life. New viral infections such as COVID-19 and the return of old ones, like Ebola, also necessarily occur that add to the ones which are already present (Norful et al., 2021). This means that the healthcare workforce and the set of cultural and technical skills required will need to know will need to change while still providing the same services as before. Furthermore, the demand for services will change because of changing users’ expectations, migration of populations, and new technologies, consequently developing new expectations toward the healthcare system.
Staffing Plan Proposal
When making a good healthcare center, there are two ways for an organization to gain a competitive edge. The first is a cost-benefit analysis that can be used. In particular, when goods or services are priced lower than those of competitors (Abuol et al., 2020). For example, Walmart’s success has come from cutting costs to offer “Everyday Low Prices” that are often much lower than those of other stores. The second kind is called a “differentiation advantage,” which happens when a company’s goods or services are more robust than its competitors (Abuol et al., 2020). “Better” in this case means that the product is more convenient or that there is a different, more appealing way to sell it. Apple is one of the best examples of how being different can be a benefit. The company is known for coming up with new ideas, and when the iPhone came out, it changed the whole tech industry.
The idea of merit healthcare was a big step forward for the industry. It has changed how hospitals look at their competitors and plan their strategies. One of its main points is that hospitals provide more value by combining primary (generalist) care with specialty care in integrated practice units (IPUs). Care is based on the patient’s condition and is given by teams of both primary care and specialists (Abuol et al., 2020). This gives patients more in-depth knowledge across the whole care cycle, which is important because many health problems are complicated and linked. IPUs and care based on a patient’s condition have also been shown to improve efficiencies such as lower costs for patient care, better scheduling, and clinical outcomes. If the healthcare facility can arrange care between conditions and use the IPU model, even in a small way, it could give the staff a competitive edge in terms of costs and health outcomes.
In this case, measuring the costs and results for the patients would be another essential thing to consider. There are a lot of patient-centered quality metrics that hospitals and clinics can use to figure out how much something is worth (Abuol et al., 2020). Examples include the number of patients per staff member and the number of patient complaints. Each clinic needs to figure out the most critical measures for them and then start keeping track of them and comparing them to set standards. The results will show what kind of value care has; good results have a significant value and would give the medical center a competitive advantage (Abuol et al., 2020). Most of the time, low outcomes lead to higher costs and worse healthcare.
Additionally, healthcare facilities can use time-driven interaction costing instead of treating each service or division as a separate line item. This determines how much treatment and other resources will cost as a patient progresses through the care process. Because of this, costs are recorded more accurately, the actual cost of care is better understood and communicated, and teams can manage costs.
Conclusion
In conclusion, the conducted analysis demonstrates the possibilities of bringing innovations into the existing medical center. Furthermore, separate examinations of the current workforce state, its future prospects worldwide, and the staffing plan create a detailed retrospective on the issues which exist within the healthcare system. It is crucial to consider the stated points; otherwise, the productivity and the income may endure a gradual decrease within the next few years.
References
Abuown, A., Taube, C., & Koizia, L. J. (2020). Impact of COVID-19 second wave on healthcare worker staffing levels. Infection Control & Hospital Epidemiology, 1. Web.
Norful, A. A., Rosenfeld, A., Schroeder, K., Travers, J. L., & Aliyu, S. (2021). Primary drivers and psychological manifestations of stress in frontline healthcare workforce during the initial COVID-19 outbreak in the United States. General Hospital Psychiatry, 69, 20–26. Web.