WORKFORCE SHORTAGE IN HEALTHCARE ORDER NOW FOR CUSTOMIZED AND ORIGINAL ESSAY PAPERS ON WORKFORCE SHORTAGE IN HEALTHCARE Week 5 Project: Before beginning work on this assignment, please review the expanded grading rubric for specific instructions relating to content and formatting. Choose any case that you worked on in this course. Complete a 15-20-slide presentation (not including the title or reference slide) of the case analysis. Add to this analysis for depth where needed as you may have not done this in a previous assignment. Pretend you are presenting your case findings to its organizational leadership. Use the case analysis format to include: • Title slide • Introduction (brief description of the organization or department) (1 Slide) • Definition of the problem (1-2 slides) • Identification of the stakeholders (1-2 slides) • Analysis (1-2 slides) (The SWOT is an example of what to use here) • Identification of alternative solutions (1-2 slides) • Evaluation of alternative solutions (2-3 slides) • Solution (Justification) (1-2 slides) • Implementation steps (include stakeholder issues and how to communicate the findings) (2-3 slides) • Conclusion and reflection of this process (1-2 slides) • Resources slide (APA formatted resources and reference list) (1-2 slides) • Use the noted format in PowerPoint for elaboration of slide content • Use the audio function in PowerPoint to make your verbal presentation. To support your work, use your course and textbook readings and also use the South University Online Library. As in all assignments, cite your sources in your work and provide references for the citations in APA format. Submission Details: • Your assignment should be addressed in a 15- to 20-slide audio PPT presentation. • Submit your documents to the Submissions Area by the due date assigned. WORKFORCE SHORTAGE IN HEALTHCARE su_hcm4012_w3_a2_smales_j.docx Running head: WORKFORCE SHORTAGE IN HEALTHCARE Workforce Shortage in Healthcare Jessica Smales South University Online 1 Workforce Shortage in Healthcare 2 Workforce Shortage in Healthcare Introduction: The problem of workforce shortage has featured widely in the mainstream media as well as in medical discussions in recent times. The increased sense of concern by experts, members of the public and government authorities, has also given the issue a great deal of airtime. That makes workforce shortage in the healthcare facility an essential concern for the entire system and extends further to the external society. It is, therefore, the responsibility of medical professionals, investors, and other stakeholders to seek prompt solutions to the shortage and restore that operational integrity of medical facilities to the benefit of patients, medical staff and the government as a whole (Anderson, 2014). The primary focus of this paper is to dissect the various issues surrounding the shortage of medical workforce and propose sustainable and feasible solutions to the problem. Description of the Healthcare Workforce Shortage and its Implications: A rigorous analysis of the dynamics of the workforce shortage in medical facilities is the first step in dealing with the problem before delving into the intricacies of developing appropriate solutions. In this discussion, the Madison County Hospital is the chosen medical facility to develop solutions to the short and long-term medical staff shortages in medium-sized hospitals (Demo et al., 2015). The environmental conditions within the medical departments of medium medical facilities require well-laid plans to engage the responsible parties and operational frameworks in a bid to establish sustainable operational systems that include a vibrant, durable and reliable workforce (Hoyler et al., 2014). The distributions of this problem description would consist of significant stages including separation of short-term and long-term Workforce Shortage in Healthcare 3 aspects, development of a clear rationale on the need for attention on these issues and an explicit outline of the financial implications in attaining the eventual implementation. The Aspects that Need Immediate Attention and Aspects that Need Long-term Attention: The aspects that require immediate attention in the medium-level medical facility include the small slots of residency, demotivation of health care providers from the medical services and irregular distribution of medical training facilities. On the long-term basis, issues such as efficiency in health care delivery, quality of medical training and structured replacement of healthcare staff members feature prominently (Anderson, 2014). The short and long-term aspects of concern require equal dedication and commitment to handling. It is, however, worth noting that the processing of long-standing features of the medical workforce shortage would diffuse over time and implementing solutions would come in at intermittent stages. WORKFORCE SHORTAGE IN HEALTHCARE The short-term concerns need immediate solutions and the dynamics involved would allow for current solutions without the need to protract the solution implementations. Issues such as inadequacy in residency slots are matters to deal with a measured amount of expedition. The shortage of residency vacancies deters the smooth transition of medical personnel from training levels to operational responsibilities in medical facilities (Demo et al., 2015). The students would find it hard to acquire the needed expertise before entering healthcare practice and help in mitigating the looming medical staff shortages. The protracted training periods orchestrated by limited slots of residency in medium-level medical facilities also lead to instances of attrition among medical students. That eventually reduced the admission populations to health care facilities hence the shortage of medical personnel. Workforce Shortage in Healthcare 4 The irregular distribution of medical training facilities and institutions also falls under the short-term concerns in dealing with workforce shortage in medium-level healthcare institutions. The undertaking can take a short-term approach as training falls under the category of top priorities in ensuring a vibrant and self-sustaining health care system by improving the workforce asset base in individual medical facilities. The issue needs immediate attention to set the stage for the smooth production of a sufficient number of medical staff to fill the enlarging workforce gap and elevate the quality and standards of healthcare provision to the general society (Haley et al., 2017). Though some attributes of the distribution of training centers can still roll over a long-time span, it is necessary for the solution implementation team to carry out a more significant chunk of the rectifications immediately (Anderson, 2014). The fact that medical centers run on the wheels of medical personnel prompts a quick response to prevent a scenario where health care facilities fall into a sudden shortage that brings operations to a near standstill. On the long-term basis, quality of medical training and structured replacement of healthcare staff need addressing. The quality of medical instruction is an aspect that requires the input of a wide range of experts and professionals in the medical sector. The structures of health care need the intervention of appropriate curricula that run relevant to the technical requirements in the medical careers of the personnel (Demo et al., 2015). The engagements that produce practical academic training guidelines would take time, and that implies a long-term consideration of quality in the medical training process. The longtime argument on this concept has always centered on the immediate requirement of excellence in training medical students, but on keen analysis, attaining quality is a long-term concept that needs a long stretch of improvements and internal developments to achieve. Workforce Shortage in Healthcare 5 Structured medical staff replacements is also an aspect of the problem that needs a longterm address mechanism to set the stage for a smooth transition of personnel. The response to retiring medical staff is, for instance, a matter that needs careful structures and policy outlay to ensure a sustainable workforce in medical institutions (Anderson, 2014). Delving into medical staff turnover in the same fashion and expedition as other short-term concerns would prove challenging as the policy and reputation mechanisms require adequate preparation and implementation timelines. The implementation of a program to ensure smooth and seamless replacement of existing workers in the healthcare arena would also need extensive consultations and extensive expert engagements to consider all necessary factors (Hoyler et al., 2014). WORKFORCE SHORTAGE IN HEALTHCARE This movement intends to arrive at a workable plan to fit gaps that emerge when medical staff members exit the healthcare facilities due to various reasons. The structures would also need to take long-term needs assessment as well as give an outline of the proper courses of action in each type of medical staff exit. Rationale of the Aspects in Need of Attention: The aspects outlined in the short and long-term basis include distribution of medical training facilities, structured staff replacement, adequacy of residency slots and quality of medical training. The rationale behind the attention needed on these factors would differ depending on the specifics of each attribute to the problem of workforce deficiency in medical facilities (Haley et al., 2017). The rationale involves the development of a training system that offers convenience and accessibility to the medical students starting with the distribution of medical training institutions. An accessible training plan would also be significant to the healthcare service providers who would benefit from convenient access to a vast population of trainees to sustain the personnel numbers. Workforce Shortage in Healthcare 6 Structured medical staff replacement mechanisms are also necessary, and the rationale behind the attention on the structures is that the medical service providers need to sustain their personnel (Humphreys et al., 2017). A structured approach to replacing the departed members of the medical staff team would play a significant role in smoothening operations within the healthcare facilities for the benefit of patients and investors (Demo et al., 2015). It is important to note that profit margins for the privately-owned institutions are essential considerations, hence the rationale behind attention on structuring and streamlining medical staff to maintain consistency of medical operations within the healthcare facilities. Adequacy of residency slots is also an attribute that comes with the significant rationale for the consideration because of the impact that it has on the staff production levels. Through analysis and careful consideration of modalities to fix the small slots in the residency of student trainees, the medical workforce would witness a tremendous improvement in numbers and help the institutions to operate more efficiently (Anderson, 2014). The aspect of quality in medical training has a similar attention rationale as the adequacy of slots in trainee residence programs. The similarities lie in the importance of both attributes to the overall performance of human resource departments in the medical facilities. The quality if training in medical training institutions has a significant impact on the future workforce as it affects the production of skilled personnel to offer adequate healthcare facilities. A Description of the Financial Implications of the Issues: The plan to restructure both the internal and external operation factors in healthcare facilities would come at a significant cost implication for the medium-level medical facilities. The implementation of the various changes such as improvement in the medical trainee Workforce Shortage in Healthcare 7 instructional quality would need additional financial input from stakeholders (Haley et al., 2017). The injected funds would go a long way into developing the advanced training facilities as well as cater for training equipment and training staff. Depending on the size of the specific healthcare institutions, the financial implications would run into millions of dollars, and that cost would be the responsibility of the investors, government authorities, and well-wishers through donations and grants.WORKFORCE SHORTAGE IN HEALTHCARE For the Madison County Hospital, for instance, the financial outlay in ensuring achievement of desired advancements in workforce sustainability would hit the environs of twenty million dollars (Hay et al., 2017). The implementation cost would divide across the four aspects that need consideration in a manner that each docket receives an allocation that corresponds with the relative financial need. The development of a restructured medical personnel-training program would take approximately 35% of the total allocation while the distribution of medical training institution would make about 30% (Demo et al., 2015). The quality of medical training would consume around 20% while the creation of sufficient slots in the resident department of medical training institutions would take the remaining 15%. The financial allocations may be higher or lower than the stipulated percentages depending on the deliberations reached in the consultative engagement before the final implementations. Evaluation of Alternatives and the Associated Risks: The alternative options in solving the workforce inadequacy include concentrating on addressing the shortages caused by attrition and non-compliance with the stipulated best practices in medical work. Taking the direction of centering on the single exit component would help in retaining medical students in medical training institutions from the beginning to Workforce Shortage in Healthcare 8 completion of their training (Anderson, 2014). The move would be anticipatory and preventative of any future shortages due to low numbers of graduating medical students. The aspect of dismissed members of staff in health facilities would also need a preventative approach in ensuring total compliance through prior discipline training produces compliant personnel (Shamian et al., 2016). The risk associated with solving the workforce inadequacy problem using attrition reduction strategies is that there would be a high tendency to neglect other aspects that cause a reduced staff population in the medical arena. Another risk is that there would be high chances of investing substantial financial resources in a single docket while the other components remain suffocated and insufficiently monitored. Recommendations to Solve these Problems: The proposals to solve the workforce issue in the Madison County Hospital and other similar level medical institutions include establishing a task force that would look into the problem and implement necessary changes. The changes involve addressing the short and longterm challenges and setting stringent policies and structures to improve the various areas of concern (Demo et al., 2015). Promoting the workforce would entail creating a robust staff replacement system that anticipates exits and makes appropriate steps to make immediate replacements. The human resource departments in medical facilities should also establish enough slots in residency departments by delegating some operations to trainee staff members (Hay et al., 2017). On the long-term, the managerial teams of medical institutions should focus on the quality of training by performing a rigorous assessment to ensure that medical personnel have enough practice to keep them in the profession without the risk of dismissal for low quality. Workforce Shortage in Healthcare 9 An explanation of the Methods to Measure the Success of the Plan: The accomplishment of the plan would result measured through crucial performance indices such as the patient population and medical response rate. The service time at the medical facility should also be a valid measure of success in solving the workforce shortage (Demo et al., 2015). Decreased patient service time would imply success of the plan in improving the operational attributes in the health sector. WORKFORCE SHORTAGE IN HEALTHCARE The efficiency levels of medical staff would also point in the direction of a successful revolutionary program to enhance the scope of medical personnel in the health facilities. The reduction in employee turnover rates in the medical services would also make an excellent method to evaluate the success of the plan. A Description of the Next Steps, if the Plan Failed: The next steps if the plan fails would encompass reverting to making improvements in the routine managerial practice to retain medical staff and encourage more medical trainees to persist in the practice (Anderson, 2014). Increases in the human resource remuneration packages would be effective ways to operate the facility in the absence of success prospects for the plan. It would entail an effort to make necessary rectifications to the existing systems and policies in a manner that the workforce population increases. Conclusion: The problem of workforce shortage has become, indeed, one of the most significant concerns in the modern society. The medical profession struggles to keep the sufficient levels of personnel in a bid to sustain operational consistency and patient satisfaction. The challenges lingering in the medical arena have had an extended period of multi-faced interventions with little success. The plan that encompasses short and long-term aspects of the workforce deficiency Workforce Shortage in Healthcare 10 problem proves useful in setting the stage for a sustainable working environment as well as training for the entry-level medical personnel. A focus on the retirement and employment terms of medical staff is also among the critical considerations outlined in the strategy to establish an environment that promotes sustainability and high persistence rates in the medical profession. Workforce Shortage in Healthcare 11 References: Anderson, A. (2014). The impact of the Affordable Care Act on the health care workforce. The Heritage Foundation. Retrieved from Demo, D. H., Fry, D., Devine, N., & Butler, A. (2015). A call for action: advocating for increased funding for the allied health professions ASAHP Leadership Development Program. Journal of allied health, 44(1), 57-62. Haley, C. A., Vermund, S. H., Moyo, P., Kipp, A. M., Madzima, B., Kanyowa, T., … & Brault, M. A. (2017). Impact of a critical health workforce shortage on child health in Zimbabwe: a country case study on progress in child survival, 2000–2013. Health policy and planning, 32(5), 613-624. Hay, M., Mercer, A. M., Lichtwark, I., Tran, S., Hodgson, W. C., Aretz, H. T., … & Gorman, D. (2017). Selecting for a sustainable workforce to meet the future healthcare needs of rural communities in Australia. Advances in Health Sciences Education, 22(2), 533-551. Hoyler, M., Finlayson, S. R., McClain, C. D., Meara, J. G., & Hagander, L. (2014). Shortage of doctors, shortage of data: a review of the global surgery, obstetrics, and anesthesia workforce literature. World journal of surgery, 38(2), 269-280. Humphreys, J., Wakerman, J., Kuipers, P., Russell, D., Siegloff, S., Homer, K., & Wells, R. (2017). Improving workforce retention: Developing an integrated logic model to maximize sustainability of small rural and remote health care services. Australian Workforce Shortage in Healthcare 12 National University. Retrieved from Shamian, J., Kerr, M. S., Laschinger, H. K. S., & Thomson, D. (2016). A hospital-level analysis of the work environment and workforce health indicators for registered nurses in Ontario’s acute-care hospitals. Canadian Journal of Nursing Research Archive, 33(4), 3550. … Get a 10 % discount on an order above $ 100 Use the following coupon code : NURSING10

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