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When responding to COVID-19, health organizations should concentrate on the three fundamental components of a workforce strategy listed below.
FREMONT, CA: For healthcare personnel, the COVID-19 epidemic has resulted in unprecedented levels of stress. Healthcare organizations are experiencing a surge in demand, and health plans are scrambling to meet their members' immediate requirements. When responding to COVID-19, health organizations should concentrate on the three fundamental components of a workforce strategy listed below.
First, rescuers and frontline workers are leading the healthcare system's reaction to the pandemic. These groupings, including patient-facing employees, are fast-growing as companies add to their clinical workforces to meet rising demand.
To better estimate demand related to the pandemic, organizations should review and modify assumptions in their capacity and consumption models. Multiple possibilities, like capacity surges and secondary demand waves, must be considered.
The organization's clinical skillsets, flexibility to flex resources, and ability to harness the workforce throughout diverse locations of care should all be determined, along with an understanding of the pandemic's likely regions of high demand.To safeguard immune-compromised family members, health firms should provide practical support to their employees, such as nutritious meal service, transportation subsidies, child care, wellness applications, and hotel accommodations.
Both professionals and patients can benefit from virtual health/telemedicine because it increases capacity and reduces exposure. Virtual health skills may allow professionals who are susceptible but asymptomatic to see patients. Patients are encouraged to use telemedicine by many hospitals, health systems, and health insurance.The effectiveness of these virtual health initiatives will be determined in part by the workforce's ability to provide those services.
Dedicate non-clinical resources with bandwidth to run the program point by point. One of the most critical responsibilities of this team will be to put up the virtual health infrastructure quickly. Choosing a vendor and technology platform and designing a care model are examples of this.
Short-term requirements should be the emphasis of virtual health programs. However, in the long run, such a method may lead to customized processes that are only used once rather than for adaptable protocol changes over time.
Several companies are allowing their staff to work as much as possible from home. It may be the first time some employees have operated remotely for an extended period. Some businesses may have to reconsider how they do business and how that bends in this new normal.
Remind staff about the importance of confidentiality and computer/data security policies. Such policies can vary with location, and some employees may have temporarily relocated near family, where protocols are different from where they work.
Conduct routine virtual check-ins with peers to help employees stay connected to their coworkers. Best practices differ depending on the degree of management, but they should include methods that prepare managers to lead virtual teams.