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HR Pulse

Tuesday January 25, 2022

Learning Sessions

Carefully curated healthcare-focused education you can only get at ASHHRA22.

Sunday, April 24 (Workshop Intensives)

Workshop Intensives

Attracting and Retaining in Healthcare

12:00 p.m. – 4:30 p.m.

Hear from experts on strategies to fill your open healthcare positions with the best talent – and how to retain the talent.

  • PART 1: Optimizing Talent in the Midst of a Labor Shortage: From Interest to Outcome
  • PART 2: Direct Hiring and Retaining of Nurses during a Pandemic
  • PART 3: Making Well-Being a KPI

PART 1: Optimizing Talent in the Midst of a Labor Shortage: From Interest to Outcome

Karen Antrim, M.S., RHIA, SHRM-SCP
Director of Talent Discovery, Arena Analytics

In today’s tight labor market, operating from a strategic candidate roadmap will differentiate your health system from the pack.

Join fellow talent acquisition experts and hiring managers for a workshop designed to improve your candidate journey from interest to outcome in the most efficient manner. Learn key strategies for revamping your candidate workflow, including defining roles and responsibilities for all stakeholders in the hiring process, sharing stories and processes with your peers, and identifying areas for improvement.

Led by veteran sourcing leader Karen Antrim, you will walk away from this session with a frictionless candidate journey that will increase the operational efficiency of your hiring processes and optimize your limited talent pool.

Objectives

  1. Leave with an actionable roadmap to tighten your talent acquisition processes and candidate journey.
  2. Be able to identify roles and responsibilities for each stakeholder in the hiring process.
  3. Learn how to apply proven strategies for maximizing candidate flow at their organizations.

PART 2: Direct Hiring and Retaining of Nurses during a Pandemic

Elise Jones
Director, Talent Aquisition, AdventHealth

The COVID-19 pandemic put a spotlight on nurse staffing at AdventHealth and highlighted delays in our hiring process, particularly during a crisis. To mitigate some of the delays and ensure nurses were at the bedside as quickly as possible, the Talent Acquisition team partnered with nursing executives at our largest hospital to pilot a model which allowed the recruiter to own the hiring decision based on an organization fit assessment. Our goal was to improve the number of days it takes to make a hiring decision, increase the number of offers made and maintain our 90 day retention rates, or improve them.

Objectives

  1. Approach to identify key stakeholders, communicate pilot and obtain buy in for a significant operational change.
  2. How to identify key measures of success and provide regular updates to ensure continued buy in of key stakeholders.
  3. Using relationship management skills to make real time adjustments based on data from the initial pilot period.

PART 3: Making Well-Being a KPI

Penny Crow
Industrial-Organizational Psychology Practitioner, The Brittain Kalish Group, LLC/PrimeStone Learning

Sharon Z. Ginchansky, MAOM, SHRM-SCP
Leadership and Organizational Change Consultant

A culture of well-being is crucial for recruitment, retention and employee engagement. Yet, well-being is still not a regular KPI to monitor for organizational business success. Well-being is fluid and is different for everybody and HR professionals can lead these conversations. Speakers will facilitate conversation of how to develop new KPIs that will require trust and privacy of information for the emotional safety of the staff. Participants will walk away with new but practical examples of data collection and analysis of measuring the well-being of organizations from both a professional and individual perspective.

Objectives

  1. Determine a KPI of well-being in your organization.
  2. Evaluate the data of well-being as a business metric.
  3. Understand the culture of well-being in today’s workforce.

Employee Compliance and Regulations

12:00 – 4:30 p.m.

  • PART 1: Managing a Transformed Workplace
  • PART 2: Modern Healthcare: Beyond the Brick and Mortar – Legal Considerations Associated with Remote Workers, Traveling Workers and Telehealth

PART 1: Managing a Transformed Workplace

Barbara Hoey, J.D.
Partner, Kelley Drye & Warren LLP

Mark Konkel, J.D.
Partner, Kelley Drye

We hope to emerge from the pandemic sometime in 2022 but we are not going back to “normal.” With a permanently transformed workplace, and with changing federal and state employment laws, employees are more vocal, more organized and more empowered to take legal action when they are unhappy or perceive they are being treated badly, creating a perfect storm of emergent legal problems for employers. Join Barbara Hoey and Mark Konkel of Kelley Drye’s Labor & Employment practice as they review the major developments from the past year and prepare you to face 2022 head-on by analyzing the employment trends that will be sure to shape the coming year.

Objectives

  1. Understand federal and state regulations governing today’s transformed workplace.
  2. Best practices for compliance with today’s laws and regulations.
  3. Workplace litigation trends for 2022.

PART 2: Modern Healthcare: Beyond the Brick and Mortar – Legal Considerations Associated with Remote Workers, Traveling Workers and Telehealth

Jill K. Luft, J.D.
Officer, Greensfelder

Amy Blaisdell, J.D.
Officer, Greensfelder

For years, traditional healthcare organizations have struggled to determine how to transform their operations so that they can remain competitive. The pandemic quickly, dramatically and permanently changed the way that healthcare services are delivered. The pandemic also changed the mindset that healthcare systems could only be run through a system of long-term, on-site employees. Indeed, to protect their employees and meet increased community medical needs, healthcare systems quickly pivoted from traditional service models to a combination of remote workers, traveling workers and telehealth. They found that at least for the short-term, they were fairly nimble in adjusting to these new ways of working. However, as with most industries, there was no time to consider all of the legal risks and rewards associated with these new approaches to healthcare staffing and service delivery. As we emerge from the pandemic, hospital and healthcare organizations must now begin to assess and determine to what extent temporary changes that were made during the pandemic will be permanent. In doing so, they must unravel and consider a tangled web of laws, rules and regulations that impact the new structures under which they have been operating and may continue to operate.

Objectives

  1. Take a deep dive into the extensive legal framework that impacts healthcare companies as they transition to long-term remote work, consider filling staffing needs with temporary and traveling workers, and/or utilize telehealth resources.
  2. Learn strategies to mitigate the risks associated with remote workers and traveling workers.
  3. Understand a Compliance Officer’s role in overseeing telehealth programs.

Equity, Diversity and Inclusion

12:00 – 4:30 p.m.

This workshop will kick-off with building a foundational understanding of why DEI strategy is so critical and ways HR professionals are responsible for implementing it. Part two will focus on creating/maintaining an equitable medical practice.

  • PART 1: Leading Effective Diversity Strategies in Healthcare
  • PART 2: Inclusive Leadership and Cultural Competence to Create and Sustain Equitable Healthcare Practices

PART 1: Leading Effective Diversity Strategies in Healthcare

Vanessa Nazario
DEI Strategy & Language Interpretation Services Adviser, Memorial Healthcare System

The workshop will focus on sharing the diversity, equity, and inclusion (DEI) journey embarked at Memorial Healthcare System by focusing on employees, patients, communities and other stakeholders. The Office of DEI reports into the Chief Human Resources Officer, which has allowed for a strong focus on employee engagement and impact. Furthermore, the Office of DEI is part of the Human Resources Strategy Transformation Model and is a Center of Excellence (COE) within the Transformation Model this ensures DEI is inculcated through-out the organization in a systematic, cohesive manner. The session will share on the various policies, protocols, and collaborations implemented to nurture a sense of belonging among staff.

The goal is to discuss with participants MHS’s DEI journey to inspire them to use the various experiences and approaches as possible strategies they can implement at their respective organizations to support DEI. The workshop will outline the specific policies implemented/updated along with highlighting the importance of internal collaborations with Marketing, Organization Development, and other stakeholders as DEI “champions.” Participants will secure a deeper understanding of the key elements required to lead a successful DEI strategy within healthcare and the role HR professionals have within space.

Objectives

  1. Learn the key elements to embark on a successful DEI journey.
  2. Understand the importance of alignment with internal partners.
  3. Share the role of human resources professionals with DEI commitment.

PART 2: Inclusive Leadership and Cultural Competence to Create and Sustain Equitable Healthcare Practices

Charlotte Hughes
CEO Principal Consultant, Inclusive Leaders Group

Betsy Rodriguez
Senior Vice President, Children’s Hospital Colorado

Research highlights the importance of strong diversity, equity and inclusion practices as the catalyst for sustained growth. Attracting diverse people with unique perspectives, experiences, and professional identities to healthcare, engaging diverse perspectives to discover new ways of seeing existing problems and managing inevitable conflict into creative solutions takes strong leadership and commitment at all levels. In healthcare, the way we work together affects the clinical experience and patient outcomes. To excel in our increasingly complex and dynamic times requires cultural competency, with an inclusive leadership approach and equitable mindset. It’s the leaders who make the difference by creating the culture and environment to transform ordinary care into extraordinary care for patients, communities and staff. How can healthcare leaders including medical providers demonstrate inclusive practices more effectively to connect with diverse patients, promote more innovative thinking, and help diverse workers reach their potential?

Objectives

  • Learn what inclusive leadership is, key traits, and its importance in healthcare.
  • Recognize cultural competence as a competitive advantage in healthcare.
  • Understand how inclusive leadership helps health systems adapt to constant change and thrive.

Monday, April 25

1:00 - 2:00 p.m.

Keeping Providers Safe and Protected from Workplace Violence

Adele Webb, Ph.D., RN, FNAP, FAAN
Executive Dean, Healthcare Initiatives Strategic Education, Inc.

Lateral violence and bullying behaviors are increasing in healthcare. Interviews with providers have revealed that up to 85% of providers report being victims of both lateral violence and bullying and at least 93% state that they have witnessed lateral violence and bullying in their workplace. The result of these staggering statistics is a devastating cost not just to the organization but also to the person who suffers the behavior and those that observe it. It is imperative that as providers ourselves we understand the terms, the behaviors that signify lateral violence and bullying, and understand how to address such behaviors as they occur.

Objectives

  1. Define the terms lateral violence and bullying and identify behaviors indicative of lateral violence and bullying.
  2. Describe the cost (real and personal) of lateral violence and bullying (i.e., Real – recruiting, hiring, orienting a new provider, medical errors and harmful patient outcomes, continuation of provider shortage, moral issues and loss of productivity. Personal – leaving profession, depression, physical health complaints, sleep disturbances, anxiety, suicidal behaviors and PTSD).
  3. Understand the concept of “what if you are the bully.”

Apprenticeship: The Answer You’ve Been Looking For

Amy Mackenroth, M.A.
Senior Managing Director, Workforce Development, Dallas College

Roy Swift, Ph.D., COL
Executive Director (Retired), Workcred

Industry-Recognized Apprenticeship Programs are an exciting new tool for onboarding, training and retention that have been validated by industry experts, are recognized and assessed by a third party, are low cost, and have high return on investment. This session will showcase opportunities to implement this new flavor of apprenticeship at your healthcare organization. Discover apprenticeship opportunities in supply chain, facilities management, culinary services, MRI, sterile processing, medical billing and coding and behavioral health peer support.

Objectives

  1. Apprenticeship is a great retention tool.
  2. Apprenticeship has evolved to a new, industry-driven model.
  3. IRAPs area competency-based, work-and-learn program that are recognized and validated by a 3rd party.

What the Healthcare? A Class Action Lawsuit for What Wage Issue?

Tom O’Day, J.D.
Partner, Husch Blackwell

Jennifer Hinds, J.D.
Associate, Husch Blackwell

Employers in the healthcare field face the complex web of wage and hour laws applicable to all industries, but have unique compliance considerations that continually evolve specific to healthcare employees. Whether it is the federal government, state government, unions or plaintiffs’ attorneys, someone is usually knocking on the door (or about to knock on the door) to audit compliance. This session, specific to wage and hour compliance for healthcare employers, will discuss relevant topics of regular note in the industry: white collar classification for purposes of overtime compensation; classification of independent contractors; joint employment; mandatory overtime; rounding timeclocks; automatic meal deductions; and inclusion of differentials, bonuses and other discretionary compensation in the regular rate of pay for purposes of calculating overtime compensation. If you are not thinking of these issues, you should fear the plaintiffs’ attorney who is. Come away with a checklist of wage and hour issues to use to confirm compliance or clean up.

Objectives

  1. Identify common wage and hour compliance problems in healthcare.
  2. Discuss practical solutions to avoid common pitfalls.
  3. Discuss strategic approaches to minimize potential retroactive liabilities for past mistakes.

Challenges and Opportunities in Healthcare Recruiting

Martin Kohli
U.S. Bureau of Labor Statistics

An aging population and the COVID-19 pandemic are and will continue to greatly affect the U.S. labor market. Arguably no sector of the economy has been more impacted by these forces than the healthcare sector. Bureau of Labor Statistics (BLS) data can help healthcare human resource professionals identify and overcome current and future challenges in recruiting and employee retention. From understanding employee dissatisfaction through quit rates, to identifying underrepresented demographic groups to help build more diverse workplaces, to knowing which occupations are projected to experience the most job growth, BLS statistics enable healthcare human resource professionals to make more informed decisions.

Objectives

  1. Learn which demographic groups are underrepresented in the healthcare workforce.
  2. Learn what has happened to quit rates in healthcare during the pandemic.
  3. Know which healthcare occupations are expected to expand the most by 2030.

Designing and Implementing a Program to Battle Physician Stress During the Pandemic: Practical Takeaways and Lessons Learned from Harvard Medical Faculty Physicians

Nanette Smith Callihan
CHRO, Harvard Medical Faculty Physicians at Beth Israel Deaconess Medical Center, Inc.

Physician burnout is a serious issue that affects every health care organization, and the provision of care nationwide. HMFP has been ahead of the curve on addressing physician burnout, having begun solutions programs in 2018 and 2019, which led to a 20% decrease in burnout level over one year. During the pandemic, HMFP ramped up efforts to address physician burnout, and launched an AMA-funded pilot that focused efforts on supporting physicians with work/life balance in areas that impact their overall wellbeing. These areas include enhanced family supports and childcare resources for working families, in addition to a unique wellbeing pilot that provided supports for life stressors that impact busy physicians, such as meal delivery, at-home fitness, laundry, children’s entertainment.

What can your organization learn from the success of this program (95% of participants requested that it be offered again in 2022)? How can you design and implement an effective burnout program? Join us for lessons learned, key takeaways and to hear what we will change – and what we will keep the same – in 2022.

Objectives

  1. Learn how we identified specific stressors and brainstormed possible solutions for those stressors – and how the simple act of engaging with physicians changed things for the better.
  2. Learn how to create and fund a similar pilot program at your organization, including lessons we learned, what we would do the same way again and what we might do differently.
  3. Learn which supports provided the greatest impact for our physicians, and how to best offer those types of supports for your organization.

The Current State of Retirement Plans for Healthcare Organizations

Colin Pierce
Managing Director, Head of Healthcare Practice, TIAA

Naomi Proshan
Institutional Advice Solutions, TIAA

Gayle Collins
People Operations Director, Deveraux Advanced Behavioral Health

Responding to the economic consequences of COVID-19 have led many healthcare organizations to find ways to reduce costs while working judiciously to protect retirement plan benefits. Learn how your organization can overcome these challenges to effectively recruit/retain your workforce, drive financial wellness and create a plan that offers opportunities for both wealth accumulation and income in retirement.

Objectives

  1. How to structure the retirement program to assist with recruiting and retaining clinicians, especially while turnover rates are at unprecedented highs.
  2. How to create financial wellness for healthcare employees in the short run while establishing stable, secure income in retirement.
  3. How to reduce organizations costs while still protecting—and even improving—retirement outcomes for employees.

2:15 - 3:15 p.m.

Reimagining the Healthcare Workplace

Brian Lee
CSP, HoF Founder Custom Learning Systems Group Ltd.

Healthcare is suffering a level of uncertainty unprecedented in modern history, resulting from the COVID-19 pandemic. Not only are healthcare leaders struggling to engage their caregivers, many are in a survival mode, struggling to retain staff at adequate levels. This dynamic and inspirational “how to” session has as its mission: Refreshing the Workplace Through Resilience, Agility and Kindness.

In this interactive, engaging and uplifting session, healthcare engagement expert Brian Lee empowers his audience on how to fully utilize the Operation Uplift Team Charter and Four Resource Guides, designed to appreciate, nurture and support frontline caregivers.

Objectives

  1. Leverage the power of the three new leadership must-haves: resilience, agility, and kindness.
  2. Utilize story telling as a powerful way to inspire your people to go the extra mile.
  3. Make empathy and kindness your default primary communication style to help your caregivers heal and survive.

Humble Pie, Anyone? The Case for Cultural Humility in Human Resource Development

Joanna R Ellis, M.S., MLS(ASCP), CHWI
Clinical Associate Professor Texas State University

Addressing persistent health disparities requires attention from all sectors. Implicit and explicit bias affect practitioners in every facet of healthcare, from human resources to surgery. Many different types of cross-cultural training have been implemented in educational programs and healthcare institutions to try to reduce health inequities that result from bias and misunderstanding. Many healthcare institutions provide cultural awareness, cultural competency, or cultural humility training. How do these concepts differ? What are the challenges of cross-cultural training? Our emphasis should be on developing cultural humility when trying to achieve health equity. I will discuss the five Rs of cultural humility: reflection, respect, regard, relevance, and resiliency. Hear about the ORCA-Stance and identify practical ways to improve interpersonal communication and interaction outcomes when cultures collide. Cultural humility is not just for providers. It’s time for human resources to serve up some humble pie!

Objectives

  1. Differentiate between cultural awareness, cultural competence, and cultural humility.
  2. Discuss the challenges associated with cross-cultural trainings.
  3. Discuss techniques and content areas that are effective in developing cultural humility.

Setting the Course: Components of Successful Strategic Planning

Kelly Radomski
Vice President – Client Solutions, Compass Business Solutions, Inc.

Alicia Spector Angelo, B.A., MBA
President, Compass Business Solutions, Inc.

“If you don’t know where you’re going, any road will get you there.” ~ Lewis Carroll
An organization must have goals and priorities that align to a strategic vision and plan for all members of the organization. Setting that plan and developing those goals takes collaboration across all stakeholders. Join us for this session exploring the best practice components of strategic planning including conducting a SWOTT analysis, identification of strategic metrics, and creating the staffing plan necessary to make it all come together.

Objectives

  1. Identify key components of a strategic plan including core values, vision statements and mission.
  2. Outline process for guiding an inclusive process for strategic planning.
  3. Provide tools and strategies for leading the HR strategy within an overall strategic plan.

Balancing Tech and Human Relationships in Recruiting

Chrystal Fugett
Vice President, Recruitment, Aya Healthcare

Dan Nadel
Director of Recruitment, Aya Healthcare

Technology plays a critical role in recruiting. But healthcare is human and a central part of healthcare recruiting is managing relationships. Aya Healthcare will share how its marketplace and digital-first strategy were instrumental to filling over 45,100 COVID-19 crisis positions to deliver bedside care quickly. However, the success of the team lies in their relationships. Technology enabled recruiters to be 300% more productive, allowing them to elevate their role to an advocate, supporter and friend. The “human” element was critical as many travel clinicians were isolated from friends and family to provide care to patients during the pandemic.

Objectives

  1. Understand why a digital-first recruitment strategy is mandatory.
  2. Identify the challenges of balancing personalized experience in a digital-first process.
  3. Develop a framework for a high-touch, tech-driven candidate experience.

Remote Workforce is Changing the Game for Hospitals and Health Systems

Phil Lacy
Health and Productivity Practice Leader, Marsh McLennan Agency, Absence, Disability and Life Practice

What is the impact on Time Away from Work (TAW), payroll and benefit programs and how are health systems navigating through this new reality? A discussion led by absence management industry-leader Marsh McLennan Agency will explore how the increasing demand for remote work, and regulatory, environmental, and technological developments are influencing health systems. This session will discuss the challenges and opportunities of current and future remote workforce and how Time Away from Work, payroll and benefit programs are affected. The session will also address the impact of COVID-19 on employer and employee needs, and reveal insights on how to successfully manage these industry trends.

Objectives

  1. Gain a deeper understanding of the importance of remote work programs in hospital and healthcare settings; and the shifting economic, productivity, and cultural implications of TAW and healthcare benefits.
  2. Learn about the accelerated COVID-19 impacts on employer- and employee-needs related to remote work, and hear strategies from the panel for managing these trends.
  3. Understand regulations and guidelines for remote employees.

2:15 - 3:15 p.m.

Executive Symposium: Future of the Workforce 

BY INVITATION ONLY

Nancy Martorelli, MPA
Chief Human Resources and Compliance Officer, Prime Care Health

Omar C. Reid, MBA
Senior Vice President of Human Resources, Harris Health System

Louise Hune
Former CHRO, Jefferson City Medical Group

John Malone
Principal, Lumina Health Partners

Felicia Miller, MBA
EVP & Chief Talent Officer, Parkland Health & Hospital System

Rollis Fontenot, III (Moderator)
Chief Innovation Officer, HR Maximizer Inc.

This Executive Symposium panel is tailored for strategic decision makers.

Executive-level professionals are invited to join this panel. Don’t miss this chance to engage with healthcare leaders as they discuss complex workforce issues from both innovative and strategic viewpoints. Speakers will be represented from such organizations as Prime Care Health, Harris Health System, Jefferson City Medical Group, Lumina Health Partners and Parkland Health & Hospital System.

3:30 - 4:30 p.m.

Achieving Workforce Retention and Engagement Goals Through Human-Centric Recognition

Nate Hamme
President, Ceca Foundation

“The Great Resignation”—a trend precipitated by the pandemic, but exacerbated by social and generational shifts—has created a staffing crisis that threatens Americans access to quality, patient-centric healthcare. Financial constraints limit healthcare providers’ ability to combat to turnover and burnout by simply increasing compensation. Once “fringe” benefits, such as flex scheduling and child care, have become the norm for organizations with adequate resources. For those without, creativity is essential to retain and recruit caregivers. Meanwhile, perhaps the only metric that impacts patient outcomes more than staffing ratios is employee engagement. The need for low-cost, high-impact initiatives to increase worker resilience, reduce burnout, improve retention, and maintain high safety and quality of care, is greater than ever. But form letters, banners, and pats on the back are insufficient, and may have the opposite impact. Impactful recognition requires certain key characteristics. And, fortunately, those characteristics are particularly applicable to hospitals and other healthcare organizations.

Objectives

  1. Learn how employee recognition promotes joy, self-actualization, and engagement in healthcare professionals.
  2. Understand why engaged healthcare employees provide better human experiences and quality of care.
  3. Identify essential best practices in the science of recognition that honor your team members and improve person-centered care.

Understanding the Challenges and Priorities of Healthcare Plan Sponsors in an Increasingly Dynamic and Complex Industry

Brodie Wood
Senior Vice President, National Practice Leader – Health Care Markets, Voya Financial

Matt Greenwald
Founder and Managing Director of Strategic Initiatives, Greenwald Research

Voya Financial® conducts ongoing research on retirement plans in the healthcare sector, gaining insight from hospital administrators and chief financial officers about key issues impacting defined contribution and defined benefit plans sponsored by healthcare organizations.
Presenters will give a preview of the trends and insights gleaned from this latest research, and share the current challenges that healthcare organizations face with the structure and management of their defined contribution retirement plans. They will also discuss the key issues in motivating employees to save for retirement and constructing an overall financial wellness program that guides employees to and through retirement amidst the challenges of a COVID-19 world where employees’ needs are continuing to evolve.

Objectives

  1. Learn about emerging trends and insights with a holistic view across workplace savings and benefits offerings to meet the needs of a diverse workforce.
  2. Hear about what products and solutions can help motivate employees to save and how an overall financial wellness program can help guide your employees to and through retirement.
  3. Gain insight on the challenges healthcare organizations face managing their retirement programs in an increasingly complex labor and regulatory/fiduciary environment and key priorities for healthcare plan sponsors as they re-evaluate employees’ evolving needs in a post-COVID world.

Taking Control of Contingent Labor

Melissa Hosey, NP-C
Director, Clinical Workforce Adventist Health

Joe Heilman
Program Manager, Centralized Staffing, Adventist Health

Pandemic conditions began to uncover the cracks in our system-wide response to contingent labor. Prices were spiraling out of control, and an accurate spend analysis was always a month or two after the fact and were usually inaccurate. There was a patchwork of contracts with vendors across the system that were not consistent. Some facilities had contracted with 3rd party vendors, or Managed Service Providers (MSPs), to handle order entry and back office work. We discovered that some of the MSPs were taking five percent of what we were paying before paying the agencies. When we calculated that percentage against our spend, we realized we could hire our own team, charge the fee ourselves, and even reduce the fee. We learned that in the travel nurse universe, we were actually competing with systems all over the country that may be willing to pay a higher rate. With the standardization of all contracts, in the future we will be able to establish a third party “self-serve” agency that will ultimately allow us another less expensive alternative. We believe technology will eventually allow us to negotiate directly with nurses without the added burden of multiple commission structures that elevate billing rates.

Objectives

  1. Learn how to take back control of agency spend using technology.
  2. Be able to standardize all agency contracts.
  3. Remove barriers to the nurse population.

The Burning Platform: How to Develop Leaders and Build Cohesive Teams

Lisa Barrington, Ph.D., PCC, BCC, SPHR, SHRM-SCP
Founder & Principal – Employee Engagement & Experience Strategist, Barrington Coaching

Michael Soler, BA/MS, EMCC, LSS, Kata Coaching, and Improvement
President/Managing Director & Senior Consultant, EWC Healthcare, A division of Executive Workforce Consultants, Inc.

Developing leaders and teams is an exciting value proposition to enhance the health of any organization. In this session, you’ll learn how biases drive leader behavior and how empathy engenders employee engagement. The presenters will provide you with an understanding of the critical role vulnerability-based trust and constructive conflict play in building cohesive teams. Participants will leave the session with strategies, including addressing those mission-critical situations to develop leaders and build cohesive teams.

Objectives

  1. As a thought leader, better determine the best practices in designing an ideal leadership development and cohesive team programs.
  2. Gain precious insight and clarity into common biases and how they affect leaders.
  3. Apply the Five (5) essential values and rules of engagement to support a healthy organization to drive leadership success and cohesive team results, beginning with vulnerability-based trust and then moving to constructive conflict.

Our Resilience Journey

Becky Rauen
Vice President, Human Resources, North Memorial Health

Kerry P. Appleton
Resilience Coach, North Memorial Health

The need for healthcare worker retention has never been higher and in this same moment, some would argue that the demands of the job have also never been this high. During this session, learn about one health system’s journey to bring focused resiliency efforts to team members. The presenters will share their 3-pronged approach, created to meet the real-time needs of team members and the importance of creating options for employees to engage with when they identify a need. This session is about retention but also about making sure our healthcare team feels seen, heard, and supported in a meaningful way.

Objectives

  1. Learn how to verbalize components of a three-pronged approach to team member support.
  2. Be able to describe the value of creating support options.
  3. Identify ways to ensure team members feel seen, heard and supported in a meaningful way.

The Value of a Good Reputation (or the Cost of a Bad One)

April Hansen, MSN, RN
Group President, Workforce Solutions, Aya Healthcare

An unfortunate reality rapidly surfacing for healthcare leaders today is staffing won’t get any easier. Research predicts a mass exodus of healthcare workers due to burnout, accelerated retirement, and natural attrition. Now more than ever, analyzing your hospital’s employer brand and reputation is a critical component for building up your workforce. Learn how your employer brand can impact your bottom line and improve your recruitment and retention strategies.

Objectives

  1. Understand the challenges of healthcare staffing.
  2. Learn the components that make up an employer brand and discuss the value of a positive employer reputation and the cost of a negative reputation.
  3. Analyze the role that contingent labor plays on your employer brand.

Tuesday, April 26

9:45 - 10:45 a.m.

Employee Relations: Leading with Emotional Intelligence

Dr. DeLancey Johnson
Senior Vice President, Associate Talent Officer, Parkland Health & Hospital System Office

Leading With Emotional Intelligence provides an introduction to Emotional Intelligence (EI) concepts. By harnessing the power of Emotional Intelligence, HR practitioners can apply these attributes to motivate and engage their teams, strengthen cooperation and increase performance.

Objectives

  1. Understand why emotional intelligence is a key competence in leadership.
  2. Learn tips and tactics to increase employee engagement.
  3. How to leverage emotional intelligence when making leadership decisions.

Do You Know Who You’re Hiring?

Christine Cunneen
CEO Hire Image

More states than ever before are enacting laws restricting the information employers can access when hiring, including redacting information at the source. Without accessing this information, how sure can you really be that the people you hire are who they say they are? In this session, review best practices for staying compliant under these state laws as well other laws, including FCRA, Ban the Box, and Salary History, while understanding what can be done to ensure you hire who you expect to hire. Additionally, as drug screening laws continue to change across various states, we will discuss where we stand now and what to expect next. Finally, we will talk about the industry trends that affect us all. Throughout it all, we will emphasize EEOC best practices and the importance of proper processes, documentation and communication in light of new privacy laws. Gain actionable information that can be used in assessing your own background screening programs in order to mitigate legal and financial risk. 

Objectives

  1. Walk away with increased knowledge of new laws restricting available information for employers in the hiring process, including redaction of identifying information in certain states.
  2. Get updated on important topics such as FCRA compliance, Ban the Box, Fair Chance Acts, Salary History Laws, Marijuana Laws, Drug Testing Changes, and Industry Trends.
  3. Leave with actionable steps you can take back to your organization and implement immediately to stay compliant and avoid lawsuits.

Improving Employee Engagement through Fiscal Wellness in a Post COVID-19 World

Jennifer Kleinhenz
Senior Vice President, Strategic Initiatives, HealthCare Associates Credit Union

With the recent coronavirus spread, almost all aspects of healthcare workers have felt some degree of stress. Whether it’s emotional stress from caring for patients, stress due to exhaustion, loss of income or even being furloughed, it’s important to engage your employees with financial wellness resources so they know the organization cares about them. Hear from some of your colleagues how they’ve been able to implement solutions that allow them to provide ways to engage their employees through financial wellness. 

Objectives

  1. Review what is financial wellness and dispel common myths.
  2. Understand financial concerns and threats your employees may face.
  3. Share free information for your employees that they have access to today, identify resources they can take advantage of, and discuss ways you can help reduce the added stress that personal finances can be adding on in these difficult times.

The Nurse Licensure Compact: Critical Information for HR Professionals Employing Nurses with a Multistate License

James Puente, MS, MJ, CAE
Director, Nurse Licensure Compact Nurse Licensure Compact

The Nurse Licensure Compact (NLC), which began in 2000, offers a multistate license to RNs and LPNs for in-person or telehealth practice. Today, 39 states are members of the NLC. In 2022, it is anticipated that the NLC will progress past the 40th member state. So, this is a very important topic for the vast majority of states. It is critical that HR professionals understand the NLC and how the multistate license works. Today, over two million nurses hold a multistate license. In light of the pandemic, the multistate license was utilized more than ever before. Yet as each new state joins the NLC, the HR professionals at healthcare facilities of each such state must have a strong understanding of how the multistate license works to avoid unlicensed practice. This presentation will assist the HR professional in avoiding the common pitfalls and teach them how to know which state the applicant should be licensed in.

Objectives

  1. Understand how to determine the status of a compact state and whether a nurse with a multistate license may practice in a state which is pending NLC implementation.
  2. Learn how to determine is a nurse is able to practice in their state under their existing multistate license or if he nurse needs to apply for a new license.
  3. Learn the common pitfalls that lead to unlicensed nursing practice and how to avoid them.

Building a World-Class Recruitment Model to Support Acute and Non-Acute Healthcare Organizations

Joe Marino
Chief Operating Officer (COO), Hueman People Solutions

Jeremy Burkart
Director of Recruitment

Hiring the right people starts with having the right recruitment model in place, especially in today’s talent market. A world-class recruitment model is multi-faceted and means the difference between a slate of quality candidates for your hiring managers to choose from versus jobs unfilled for weeks, months, or even years at a time. In this session, we will unpack the key components of building a world-class recruitment model. We’ll share insights from a national, non-acute healthcare organization about how they have successfully enhanced their days-to-fill, decreased cost per hire, and increased their overall number of hires.

Objectives

  1. Understand the key challenges affecting talent acquisition and the labor market over the past year that will continue to impact recruitment in 2022.
  2. Understand the key components of building a world-class recruitment model to support both acute and non-acute healthcare organizations.
  3. Hear from a national, non-acute healthcare organization about the tactics they have employed to decrease days-to-fill and cost per hire and increase their overall number of hires.

Healthcare System Employee Stress, Grief and Burnout

Linda Wenze, Ph.D.
Coordinator of Emergency Preparedness Planning, Nassau-Suffolk Hospital Council

Since the initial stages of the COVID-19 pandemic healthcare systems and providers have been under persistent psychological and physical stress. From the initial days when they were called heroes, through the unending challenging work, through adaptation to the changing scientific information, to threats to healthcare providers – staff members at every level in healthcare are under unique stress, with no sense of when, or if, this stress will be relieved. This impacts the organization financially, and negatively impacts the ability of the organization to maintain high levels of performance. This presentation will focus on these matters and present strategies to mitigate the negative effects.

Objectives

  1. Learn to identify psychological impacts on staff members due to working during an ongoing infectious disease outbreak.
  2. Increase insight into the wide range of organizational effects of these psychological impacts.
  3. Develop strategies to mitigate impacts on performance and turnover.

11:00 a.m. - Noon

How to Help Your Employees Tackle Their Student Debt Problem Without Breaking Your Benefits Budget

Brandon Barfield
President and Co-Founder, Doctors Without Quarters

Jason DiLorenzo
CEO, PSLFjobs

As student debt levels increase among healthcare graduates, so does their expectation that their employer should do something to ease the burden. This workshop will discuss the rising debt levels being carried by today’s medical professionals, the changing legislative climate around student loans, and the programs and strategies hospitals can leverage in order to provide assistance. Additionally, the CARES Act payment halt comes to an end on April 30 of this year, after which ALL borrowers will be back in repayment. Given favorable legislation and savings available to employers offering student loan support to their staff, it’s imperative that employers today understand available student loan benefit options to maintain a competitive advantage.

Objectives

  1. Leverage available loan repayment and forgiveness programs to enhance your organization’s compensation package.
  2. Save money by taking advantage of forgiveness options instead of paying back employees’ student loans directly.
  3. Understand the recent changes made to the PSLF program, their economic impact on staff, and best practices for the Employment Certification For (ECF) process.

Reengaging Employees in a Post-Pandemic World

Kelsey Bradbury
AVP, Market Intelligence & Thought Leadership, Lincoln Financial Group

As our country turns a corner from the pandemic, opportunities present themselves for renewal and reengagement. In this session, we will share insights from the 2021 Lincoln Retirement Power(R) Study. The research will showcase how workers make decisions about preparing for their financial future, what motivates their choices, how planning impacts savings, and the competing priorities that workers face throughout their careers. We’ll also explore how healthcare workers compared to other industry sectors. Now is the time to capitalize on renewed financial engagement with your employees.

Objectives

  1. Learn the key findings within the Retirement Power Study, including spotlights on debt, stress and how workers are reevaluating life.
  2. A healthcare industry spotlight and comparison will be shared to showcase the differences within industry sectors.
  3. Learn which top actions you can take to help improve workers’ retirement outlooks.

Employment Issues Impacting the Healthcare Industry

Dawn Irizarry, Esq., J.D.
Partner & Chair of CDF’s Healthcare Practice Group, CDF Labor Law, LLP

The COVID-19 pandemic has upended the healthcare industry and presented a host of legal and practical obstacles to the ability to deliver patient care. During this session, healthcare employment law attorney Dawn Irizarry will discuss a variety of topics, including mandatory vaccination policies, protected leaves, the increased number of employees requesting work from home arrangements (and related issues and concerns specific to healthcare employers) along with practical compliance guidance.

Objectives

  1. Update on latest mandatory vaccination policies and how to stay in compliance.
  2. Review of protected leaves, how they interact, and compliance strategies.
  3. Learn compliance strategies for work-from-home requests.

Responding to the Evolving Expectations of Clinicians, Nurses and Staff

Jordan Katz 
Global Head of EX Strategy – Health Care Practice, Qualtrics

Kristi Roe, M.A., LPC
Industry Advisor for Healthcare Experience Strategy, Qualtrics

Employee experience (EX) has a direct impact on the outcomes that you care about for your patients, suppliers, independent physicians, community health, etc. The very nature of the way employees experience their workplace has profound implications on HR leaders’ ability to drive transformation. Historically, organizations would measure employee engagement, report out the results and discuss the drivers of only that metric. This often creates a feedback loop where the organization cycles through the same conditions over and over again without making meaningful progress on what matters most, such as patient experience (HCAHPS/NPS), burnout, retention, etc. In this session, experts will share findings from our landmark study of thousands of physicians and nurses. Gain insight into which drivers of EX directly impact healthcare’s strategic priorities and how these can be harnessed to transform employee experiences to drive measurable outcomes.

Objectives

  1. Understand the most cutting edge measurements of Employee Experience and which experience elements link to the metrics you care about in your organization, specifically which employee experiences drive increased/decreased fatigue, burnout and retention.
  2. Learn how to leverage rapid data gathering techniques and data analytics to help target your approach to organizational change and patient metrics.
  3. Examine what the best healthcare HR practitioners are doing to optimize outcomes for their employees through the use of data, AI, analytics and the Voice of the Employee.

Workforce Architecture: Leading Practices in Structure, Spans of Control and Reporting Layers

James Roth
Managing Principal, SullivanCotter

Tim Pang
Consulting Principal, SullivanCotter

As healthcare organizations continue to evolve their structures, centralizing shared services resources has become more prevalent. Consolidation and integration of these business functions can streamline efforts, help manage labor expenses, and create efficiencies. Conversely, reporting relationships can become complex depending on the organization’s structure and operating model. Leveraging an industry-leading repository of workforce benchmark data, this session will explore information and insights related to organization structures, spans of control, and reporting relationships. We will highlight data, key findings and industry trends for select corporate functions and share best practices on organization structure and design. This session will primarily focus on the human resources function, but will also touch on findings for other strategic business functions such as finance, information technology and marketing.

Objectives

  1. Gain an understanding of typical reporting layers and relationships in HR and other shared services business functions.
  2. Gain an understanding of standard spans of control for different management levels.
  3. Learn best practices around organization structure and design.

The Power of DEI: Achieving Outcomes through Diversity, Equity, and Inclusion

Min R. Matson
Director, Workforce Transformation – Diversity, Equity, Inclusion, PwC

In 2002, the IOM released a landmark report that highlighted how racial and ethnic disparities lead to worse outcomes for patients. Over the last two decades, the U.S health system has tried to address some of these disparities but continue to encounter barriers to driving real change. In recent years, U.S. companies have taken a closer look at the criticality of driving diversity, equity and inclusion (DEI) throughout the workforce in order to drive better outcomes. This roundtable will seek to highlight and discuss the direct connection that workforce DEI challenges have on reducing disparities and improving patient outcomes. This session will use insights from PwC’s work with clients, highlight trends from research, provide frameworks for measuring the effectiveness of DEI efforts, and seek to engage participants in examining how health systems might evolve the workforce by harnessing the power of DEI.

Objectives

  1. Align on a foundational understanding of diversity, equity and inclusion.
  2. Understand trends impacting workforce DEI.
  3. Share learnings gleaned from DEI efforts with other participants.

3:00 - 4:00 p.m.

Navigate the Cybersecurity Minefield

Jennifer Griveas, Esq., LNHA, CEHCH, CHC
Chief Human Resources Officer & General Counsel, Eliza Jennings Senior Care Network

Healthcare providers are under increasing pressure to implement technology solutions to maximize productivity and efficiency and manage massive amounts of employee and patient data, yet the industry is a top target for cyber attacks and operations-crippling internal security breaches. This session will review the most common forms of external attacks as well as the most likely types of malicious and accidental internal breaches. Discussion on external threats such as ransomware, viruses, malware and hacking as well as challenges associated with HRIS systems, mobile device usage, email and texting security will take place. Best practices, training tips, and intervention suggestions for managing both external and internal threats will be shared.

Objectives

  1. Gain a better understanding of various threats to employee data.
  2. Get ideas for risk mitigation through auditing and monitoring key data systems and protections for mobile devices used in the workforce.
  3. Learn about innovative employee training formats to help reduce organizational risk of HIPAA and federal and state privacy and security law breaches.

Talent Retention Through Targeted Benefits

Tim Ruggles
SVP, TEM Practice Lead, Fidelity Investments

Lisa Abbott, MBA, SPHR
Senior Vice President of Human Resources and Community Affairs, Lifespan

Chris Rinko
Vice President, Student Debt Account Executive, Fidelity Investments

Rebecca Brown
Executive Director, Retirement, Providence

Despite ongoing demands in the workplace, Fidelity has seen retirement saving behavior of healthcare professionals improve. In fact, nine out of 10 nurses participating in their workplace savings plan at an average rate of 8.6%. However, one things stands out – healthcare professionals have the highest amount of student debt…and it’s causing stress and ultimately inhibiting them from reaching their goals. Hear from a panel of peers on how they decided to offer a student debt solution and how it affected attraction and retention of talent, stress and interventions.

Objectives

  1. Review saving trends of healthcare professionals and understand their preparedness, as well as the obstacles they face, in reaching their goals.
  2. Understand what decisions come in to play when considering offering a student debt benefit.
  3. Hear how peers have implemented solutions that attract key talent.

Optimizing a Workforce Strategy with an Integrated Analytics Approach to Boost Engagement

Jennie Wheeler
Associate Vice President, Integrated Analytics, Work Partners

Carolyn Wood, MBA, CPSP
Vice President, Employee Benefits, UPMC

Your employees engage in benefits in different ways, for different reasons, at different times. Discover how to create a workforce strategy with integrated analytics that help you better identify and predict what benefit solutions your employees need.

Objectives

  1. Leverage person-centric data to understand the challenges of your people and connect them to proven clinical programs.
  2. Breaking down the data silos in the organization to predict where interventions should focus.
  3. Deploying integrated strategies to activate the full potential of your employees and achieve optimal outcomes.

Form I-9 Compliance in a Post-COVID-19 World

John Mazzeo
Associate General Counsel, Director of Form I-9 and E-Verify Compliance, Certiphi Screening

Undoubtedly, the pandemic and subsequent “great resignation” have upended the way companies recruit, onboard and train employees. Form I-9 completion and compliance is an oft-overlooked yet critical part of the onboarding process impacted by both of these tumultuous events. This lecture will focus on the programmatic changes USCIS has made due to the COVID-19 pandemic, such as allowing employers to complete the document inspection portion of Section 2 of the Form I-9 remotely, and additional document extension flexibilities. Additionally, this session will provide a brief overview of the Form I-9 and its requirements.

Objectives

  1. How to bring Forms I-9 completed under the COVID-19 flexibility rules into compliance.
  2. How to correctly complete Form I-9 for an employee who has their work authorization extended, either by statute or by policy.
  3. How to manage Form I-9 compliance.

Re-Engaging Employees in Times of Crisis

Cynde King, Ph.D.
Senior Vice President, Physician & Employee Solutions, PRC

Katie Owens, MHA, CPXP
Senior Vice President, PRC Excellence Accelerator, Healthcare Experience Foundation

From originally being hailed as heroes of the COVID-19 pandemic, healthcare workers are now left feeling overwhelmed, burned out, and running out of emotional capacity as COVID-19 approaches two years of being a regular part of life. Overall, healthcare is experiencing higher levels of burnout and turnover than ever before, and the cost of disengaged employees is estimated to reach $550 billion a year. Employees want to be successful, treated fairly, and know what’s expected of them by leadership; and in today’s healthcare landscape, employees need to be reengaged in their work to ensure optimal success.
The leadership put forward by hospital management is integral to their employees’ engagement, so this session explores what leaders need to do to engage, or reengage, their care teams and support their employees’ resiliency amid turbulent times.

Objectives

  1. Contextualize the need for organizations to re-engage their employees in the wake of high burnout and turnover amid the COVID-19 pandemic.
  2. Assess different leadership styles and their effects on employee engagement (and reengagement).
  3. Equip attendees with a checklist of strategies to facilitate meaningful employee communication and rewards.

4:00 - 5:30 p.m.

Thought Leader Forum

Robert Campbell
Director, Clinical Standards Interpretation Group; Director, Medication Management
The Joint Commission

The Thought Leader Forum will assist Joint Commission accredited organizations in compliance tactics for new Joint Commission Requirements related to Workplace Violence and the new CMS COVID Vaccine Mandate. Attendees will learn from current scoring patterns of the new requirements and obtains tactics to improve compliance with the requirements.

Objectives

  1. Understand Joint Commission requirements for COVID Vaccine Mandate for Health Professionals.
  2. Understand the requirements for Workplace Violence Requirements.
  3. Implement plans to be compliant with Joint Commission Workplace Violence Requirements.

Wednesday, April 27

8:00 - 9:00 a.m.

Healthcare Labor Update: Understanding and Preparing for the Increased Risk of Union Organizing in the Aftermath of COVID-19

Chris Cimino
President and Chief Executive Officer, Chessboard Consulting

The ongoing COVID-19 pandemic has brought unprecedented challenges to hospitals and health systems, including high turnover rates, high vacancy rates, staffing challenges and surging labor costs. Now, healthcare employers face an escalating risk on another front as politicians and Washington D.C. regulators prepare to pass rules and regulations to support labor unions and union organizing at a level not seen since the 1930’s. Learn the latest developments regarding union organizing targeting healthcare employees across the U.S. and union tactics developed to take advantage of the confusion and fear prevalent in the current-COVID-19 world.

Objectives

  1. Healthcare leaders will develop deeper understanding of COVID-19’s impact on the healthcare workforce and how these impacts can increase vulnerability to union organizing.
  2. Healthcare leaders will learn about the latest tactics employed by labor unions to target healthcare employees, including how unions are using the COVID-19 crisis to target and organize healthcare employees.
  3. Healthcare leaders will learn the latest strategies to increase employee engagement and how leaders can leverage these strategies to lower vulnerability to union organizing.

It’s the People: Overcoming Workforce Challenges to Build Better Teams

Jocelyn Clarke, BA
Senior Executive Recruiter, Kirby Bates Associates

Recruiting and retaining clinicians and the larger healthcare workforce is a ubiquitous challenge. Contemporary social issues continue to stretch the limits of healthcare teams, and all of this is amplified and exacerbated by the unrelenting pandemic and the “Great Resignation.” Transformative leadership must evolve to meet the next generation of healthcare workers where they are in order to assimilate them into high performing organizations. The traditional command-and-control culture may not best serve the needs and demands of today’s workforce. This presentation will provide a comprehensive overview of innovative approaches to recruiting and retention gleaned from “insider” conversations with healthcare leaders at top organizations across a spectrum of roles.

Objectives

  1. Illustrate three new approaches to healthcare workforce recruitment and retention.
  2. Identify ways that technology can support these new approaches.
  3. Evaluate the impact of new worker training approaches on quality metrics.

The Secret to Successfully Incorporating Sourcing Into Your Talent Acquisition Strategy

Anthony Gentile, M.A.
Managing Partner, Katon Direct

As the healthcare talent crisis continues to worsen, it’s becoming increasingly difficult for healthcare employers to hire top clinical talent. This has resulted in healthcare organizations around the country to rely more heavily on inefficient and costly temporary solutions. Additionally, healthcare professionals are feeling burnt out and disconnected from their employer, which results in negative patient care outcomes and lost revenue. To combat these challenges, talent acquisition teams have incorporated sourcing into their overall recruitment strategies with tremendous results (e.g., increased applicant flow, reduced time to fill, happier hiring managers and a significant reduction in temporary staffing costs). However, most recruiters are overworked and under-resourced, and don’t have the necessary bandwidth to fit sourcing into their daily routine.

Objectives

  1. Understand how the current landscape is shaping candidate behaviors.
  2. Define, discuss and explain talent sourcing.
  3. Provide an action plan for incorporating sourcing into your TA strategy.

How to Manage a Remote Workforce

Richard Lawley
Human Resources Vice President, Nathan Littauer Hospital

Lori Redding, MHA
Faculty Member, Healthcare Administration, Auburn University

It seems like the trend of remote work has exploded as a result of the pandemic. A greater number of employees than ever before have been required or allowed to work remotely. Many of these employees do not want to return to the on-site work environment. This situation has created a “new normal” and requires an additional skill set as compared to only managing on-site employees. This session will focus on the challenges and benefits of managing a remote workforce. Is remote work a fit for your organization? How will remote work options affect recruitment and retention in certain positions for your organization? What positions should be allowed to work remotely? How to measure productivity for remote workers?

Objectives

  1. Understand how to maintain company culture, teamwork with a face-to-face and/or remote workforce.
  2. Learn what key factors to consider when evaluating the if and how of a remote workforce.
  3. Learn how to manage a remote workforce and how to measure productivity.

Transversing the Law: The Variety of Laws Impacting Decisions on Medical Coverage for Gender Dysphoria

Heather Mehta
Officer, Greensfelder, Hemker & Gale, P.C.

Lauren A. Daming
Officer, Greensfelder, Hemker & Gale, P.C.

Medically appropriate transgender healthcare is an issue facing not only healthcare providers but also human resources specialists. As recent litigation and regulatory changes have shown, HR professionals need to consider a variety of laws – the Affordable Care Act, Employee Retirement Income Security Act, Mental Health Parity and Addiction Equity Act (Parity Act), Title VII, Americans with Disabilities Act, and state anti-discrimination laws – when designing and administering healthcare plans. This presentation will discuss compliance with these various laws with respect to benefits for individuals who are diagnosed with gender dysphoria and the new requirements from the Consolidated Appropriations Act of 2021 to provide a comparative analysis that documents compliance with the non-quantitative treatment limitations of the Parity Act.

Objectives

  1. Develop greater understanding of laws impacting healthcare plans.
  2. Learn how to design and administer healthcare coverage for gender dysphoria in compliance with laws.
  3. Identify steps in performing a non-quantitative treatments limitations comparative analysis.

9:15 - 10:15 a.m.

Risk Pool Management: How to Develop a Winning Health Plan

David Ross

Executive Vice President & Director of Underwriting Services, Brown & Brown

Eye-opening and strongly contrary to conventional wisdom, this foundational session establishes the critical thinking necessary to effectively manage a health plan. This session is for human resources professionals in healthcare who are serious about optimizing recruitment and retention while minimizing cost and maximizing employee satisfaction. Learn why employers are failing at health plan management, and how “best practices” are repelling the best talent and souring corporate culture.

Objectives

  1. Opportunities and options employers have to improve plan design.
  2. A deeper understanding of how many decisions plan sponsors make often have unforeseen or detrimental consequences.
  3. How to measure your health risk correctly and how plan funding actually works.

CNO-CFO Dyad: An Essential Relationship

Kimberly Nagy, MSN, RN, NEA-BC
Senior Executive Advisor, Kirby Bates Associates

Colleen Chapp, DSL, MHA, MSN, RN, CENP, FACHE
EVP Interim Leadership & Executive Advisory Services, Kirby Bates Associates

As senior management team members, Chief Nursing Officer’s (CNOs) and Chief Financial Officer’s (CFOs) work together to provide and manage care clinically and financially. The CNO-CFO Dyad provides a shared understanding of nursing value and the ability to transfer essential knowledge and terminology across disciplines. Joint accountability through synergistic relationships reflect insight into organizational stressors inherent to today’s rapidly changing healthcare space and the criticality in assuring that decisions are made with the most accurate and comprehensive data available.

The CNO-CFO Dyad provides clear communication and role models authentic, courageous, transformational, and accountable leadership. Current as well as future nurse executives will benefit as will their clinical and non-clinical teams by operationalizing a highly synergistic CNO-CFO Dyad at their organization.”

Objectives

  1. Learn current CNO-FTO Dyad data.
  2. Evaluate one’s current state CNO-CFO relationship, a critical component in assuring the organization will achieve strategic imperatives.
  3. Learn the four key attributes that contribute to a highly synergistic executive relationship.

Internal Mobility: Creating an Internal Staffing Travel Agency

Cathy Henesey, SPHR, SHRM_SCP, CHHR
Executive Director, Talent Acquisition, AdventHealth

This session will describe the first year’s journey of AdventHealth’s internal staffing agency branded as StaffFlex. The internal staffing agency was created to compete with the external agency and mass turnover created by RNs leaving for travel agency. AdventHealth worked with different departments to create a different business unit to set up and mirror a staffing agency. The first year’s savings have been over five milllion dollars, which gets rebated back to the business units. Learn how to get started and what you should consider before starting your own staffing firm.

Objectives

  1. How to build a business plan and ROI to start an internal staffing firm.
  2. Create an attractive compensation plan and contract that mirrors an external staffing firm.
  3. Best practices and pitfalls to avoid as you start your journey.

Stress Tested Leadership – Four Key Attributes for Success Today and Beyond the Pandemic

Fred Hencke
Senior Vice President, NY, Segal

Tim Juergensen
Vice President and Chief Employee Experience Officer, Covenant Health

Covenant Health is an innovative, Catholic regional health delivery network and a leader in values-based, not-for-profit health and elder care. Covenant consists of hospitals, skilled nursing and rehabilitation centers, assisted living residences, and community-based health and elder care organizations throughout New England.

The COVID-19 pandemic presented unprecedented challenges to Covenant Health’s ability to keep both our patients and employees safe, while continuing to provide the quality of care for which we are known and respected in the communities we serve. Covenant Health’s culture, compassion, integrity, collaboration and excellence is a critical success factor in navigating successfully through the pandemic conundrum. Our ability to act and live our culture starts with our leaders. The pandemic provided the opportunity for us to clarify and cultivate the core leadership competencies of our leaders across the organization, in order to meet the needs of our patients, employees and communities we serve.

Objectives

  1. Clearly communicate expectations and goals.
  2. Create an environment where individuals and teams are set up for success, have a sense of purpose, feel useful and have a strong sense of belonging.
  3. Deliver results with excellence.

Social Media Policies: Best Practices to Avoid Interfering with Employees’ Rights Under the National Labor Relations Act (NLRA)

Jessica Brown, J.D.
Associate Attorney, Husch Blackwell

Kevin Koronka, J.D.
Partner, Husch Blackwell

This session will discuss recent decisions and guidance by the National Labor Relations Board (NLRB) impacting an employer’s right to regulate their employees’ use of social media, both on and off-duty. This session will apply to both unionized and non-unionized workforces and will have particular relevance to healthcare employers who have implemented COVID-19 related policies, of which employees may be critical on social media. We will cover ways employers may unintentionally interfere with their employees’ rights to engage in protected concerted activity through social media and best practices for promoting a positive and productive work environment while refraining from interfering with employees’ rights.

Objectives

  1. Key language to include and to avoid in social media policies.
  2. Positive outlets for employees to engage in protected concerted activity.
  3. Best practices for handling employee complaints about COVID-19-related policies on social media.

Annual Conference

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