Tuesday November 21, 2023

Learning Sessions

Carefully curated healthcare-focused education only at ASHHRA24.

The ASHHRA24 annual conference and exposition provides trusted knowledge and critical education to healthcare human resources professionals dedicated to creating and maintaining healthier communities by advancing healthcare through HR excellence. Explore the learning sessions below to help you plan your conference experience.


12:00 - 1:00 p.m.

Mary LaFrancois, BBA, MBA
Executive Coaching Certificate, Former Health System CHRO
Executive Search Consultant
Hartz Search

Congratulations! For the first time in contemporary history, the American workforce comprises four generations — you’re a part of it.  Amid a changing work landscape, health systems must adjust recruiting and retention practices to meet employee needs and expectations across generations. This is particularly true as more older healthcare workers have retired or plan to retire and as younger generations, such as millennials and Generation Z, make up large portions of the workforce.

Join us and learn how healthcare leaders are building and leading multigenerational teams by appreciating the differences. A generationally diverse workplace has the potential for conflict between younger and older workers. Still, if you tap into the potential of this diversity and view differences as strengths, you will create a more productive, collaborative and innovative work environment. This panel of leaders will share their successes and challenges in building and leading a multigenerational workforce.


  1. Hear about alternative thinking and different perspectives regarding job responsibilities.
  2. Learn how meaningful multigenerational relationships in the workplace can help increase overall job satisfaction.
  3. Discover unique ways to address and solve problems in the workplace with multigenerational input.

Aimee Greeter

Shikha Parakh PMP, CSM
Director, Corporate Strategy & Planning
Sentara Health

Healthcare organizations depend on accurate data to make solid business decisions. Comprehensive provider supply and demand data is no exception. It is used to make determinations on the number and type of providers practicing within a specific geography, what type of providers should be recruited, how to make accurate succession planning decisions and where new and existing providers in the market should practice to improve access. Getting to this accurate data and learning how to use it optimally are important for hospitals and health systems looking to grow, manage costs and better meet clinical needs. Sentara Health is an integrated, not-for-profit healthcare delivery system and one of the largest health systems in the U.S. Mid-Atlantic and Southeast, and among the top 20 largest not-for-profit integrated health systems in the country. To support their 12 urban and rural hospitals in Virginia and Northeastern North Carolina, Sentara utilizes a programmatic approach to workforce planning. This session shares their process for how to collect and use accurate, real-time data to drive their provider recruitment plans across their markets and overall strategic workforce planning and the outcomes of such an approach.


  1. Describe the importance of accurate provider supply and demand data.
  2. Evaluate various methods of quantifying provider demand by specialty.
  3. Understand how Sentara Health approaches the workforce planning process.

Lindsey Day Rodriguez, M.Ed.
Healthcare Manager
Huron Consulting Group

Amy Niemann MSEd., SHRM-CP
Director of Talent Acquisition
Southern Illinois Healthcare

While the staffing crisis poses many challenges for today’s employers, it also provides an opportunity for healthcare organizations to redesign and modernize their talent acquisition program. During this session, you will learn what differentiates best in class recruitment programs and walk away with tangible tips to improve your organization’s recruitment results. You will also hear real-world case studies from Southern Illinois Healthcare’s Director of Talent Acquisition who is currently leading an organizational transformation of their recruitment program.


  1. Learn how to assess the current state and maturity of your organization’s talent acquisition strategy.
  2. Understand the key differentiators that distinguish strong recruitment programs.
  3. Understand key, cost-effective shifts you can make to improve the performance of your hiring efforts.

Andres Flores
Talent Communications Manager
UChicago Medicine AdventHealth

This session features how HR professionals partnered with clinical leaders to launch a well-being study to address burnout and increase well-being in medical-surgical units. The study showcases the power of internal partnerships to address the issue of burnout and distress in clinical units. The study used a pre-test, intervention and post-test research design to measure the effectiveness of the well-being interventions. The outcomes of the intervention were associated with increased levels of well-being and improved outcomes, including nurse retention and patient satisfaction. This well-being project took place at UChicago Medicine AdventHealth in the Greater Chicagoland area.


  1. Discover the power of internal partnerships to address clinician burnout.
  2. Learn how to leverage research to address clinical and business challenges.
  3. Understand the business case for well-being interventions.

Barbara Grandjean, J.D.
Husch Blackwell

Jessica Brown, J.D.
Senior Associate
Husch Blackwell

Learn the current legal landscape of non-competes for providers and executives and what this means for healthcare organizations. Presenters will discuss state-level trends to restrict non-competes and the FTC’s proposed rule to ban non-competes. Presenters will also identify best practices for healthcare organizations seeking to protect their investment in their workforce while limiting the risk of violating non-compete bans and restrictions.


  1. Learn the current legal landscape of non-competes for providers and executives and what this means for healthcare organizations.
  2. Understand state level trends to restrict non-competes and the FTC’s proposed rule to ban non-competes.
  3. Identify best practices for healthcare organizations seeking to protect their investment in their workforce.

1:10 - 2:10 p.m.

Eric Parmenter, Ph.D., MBA, CEBS, SPHR
Vice President, Hospitals and Health Systems
Quantum Health

This learning session reveals the results of a recent doctoral dissertation on nurse job embeddedness, burnout, psychological capital and stress. It includes data from a survey of over 1,200 nurses in 34 states conducted in 2023. This panel presentation will be facilitated by Eric Parmenter, Ph.D., the author of the study and will feature two panelists who specialize in hospital workforce strategies from leading health systems.


  1. Gain insights into why nurses stay in their job.
  2. Hear about the impacts of burnout and high stress job shifts on nurse job embeddedness.
  3. Learn about psychological capital and how plays a role in nurse job embeddedness.

Danielle GIlbert, PHR, SHRM-CP, CDP
Chief HR Officer
Manifest In You Consulting, LLC

Join us for an engaging and informative session where we’ll explore the pivotal role of Diversity, Equity and Inclusion (DEI) in healthcare HR. In today’s ever-evolving healthcare landscape, DEI is not just a choice; it’s a strategic imperative. This session will provide healthcare HR professionals with a roadmap for success in fostering an inclusive, diverse and equitable workforce.
Discover the essential elements of building a DEI framework tailored to your organization, from securing leadership buy-in to setting clear objectives. Learn innovative recruitment and retention strategies that attract and empower diverse talent. Explore practical ways to mitigate unconscious bias in HR practices and measure progress through data-driven insights.
Through real-world case studies, legal considerations and interactive discussions, this session will equip you with actionable strategies and the knowledge needed to drive DEI excellence within your healthcare HR department. Join us in the journey towards creating a more inclusive and equitable healthcare workforce, improving patient outcomes and organizational success. Don’t miss this opportunity to make a meaningful impact in your healthcare HR role.
1. DEI Framework Mastery: Gain the expertise to construct a comprehensive DEI strategy tailored to your healthcare organization’s unique needs, securing leadership commitment and setting clear objectives.
2. Practical Implementation: Acquire actionable recruitment, retention and bias mitigation strategies to foster an inclusive, diverse and equitable healthcare workforce.
3. Data-Driven Progress: Learn how to define key DEI metrics, measure progress effectively, and make data-driven decisions to continually refine and strengthen your DEI strategies.

Danielle Scheurer, M.D., MSCR
Chief Quality Officer
MUSC Health System

Milissa Eagle, M.A.
Director of Workforce Analytics
Press Ganey

Having high employee engagement and a strong safety culture are critical in driving performance of key areas in healthcare such as quality and patient experience. This session will explore data from over 1.6 million caregiver voices that shows that there is a strong correlation between safety culture and engagement. This relationship fuels a positive cycle of overall improvement. A strong safety culture helps organizations drive engagement and retention; on the flip side, when people are more engaged, they’re better able to maintain a culture of safety and deliver safe care to patients.

Participants will gain insights into the relationship between safety culture and engagement and why safety culture is a critical element in your engagement and retention strategy. The Medical University of South Carolina will share their approach to using, safety, engagement, and leader skills to drive employee engagement and experience. They will discuss how they use data to identify leaders who need additional support, create accountability that feels supportive and non-punitive, and provide continuous structured learning and development to support leaders throughout the year. This approach yielded a 46 percentile point increase in employee engagement, and a 50% reduction of teams previously identified as having substantial opportunities for improvement.


  1. Learn about the strong relationship between safety culture and employee engagement—both fueling a positive cycle of overall improvement in quality and patient experience.
  2. Learn safety culture concepts, which are top drivers of engagement for employees, physicians and leaders in healthcare.
  3. Gain tools to support leaders, which is essential to drive safety and engagement within teams. This approach is most successful when it is data driven, continuous and creates accountability.

Jill M. Lashay, J.D.
Healthcare Employment Attorney
Buchanan Ingersoll & Rooney

In the healthcare industry, ensuring a safe working environment is non-negotiable. This seminar will delve into the intricacies of OSHA (Occupational Safety and Health Administration) compliance and recent OSHA initiatives which may impact healthcare. This lecture is designed to empower HR professionals with actionable knowledge. Key topics covered will include:

  • Review of OSHA’s proposed rulemaking for a permanent infectious disease standard, which is scheduled to go into effect in March of 2024.
  • Resurrection of the “Worker Walk-Around Representative Designation Process” and how that may impact healthcare employers who are not union organized.
  • Recent changes and anticipated changes in OSHA injury and illness record keeping requirements.
  • Recent changes and anticipated changes in penalties for non-compliance
  • Navigating the legal landscape of OSHA citations and penalties.
  • Case studies and real-world examples illustrating the importance of compliance.


  1. Learn what to expect from OSHA regarding newly promulgated regulations and proposed rulemaking.
  2. Learn both changes and proposed changes to record keeping requirements, penalties and enforcement.
  3. Hear case studies and real-world examples, illustrating the importance of OSHA compliance.

Tim Ruggles, CRPS
Senior Vice President, Healthcare Practice Leader

Ranjan Dutta, Ph.D.
Senior Vice President & Practice Leader, Talent Management & People Analytics

As an increasing number of healthcare organizations face mergers and acquisition each year, HR leaders are faced with many difficult decisions as it relates to benefits harmonization including how to merge benefits offerings. What should merge together versus stay separate? When it comes to benefits optimization which do you nurture, maintain or eliminate? Fidelity experts will present best practices to consider.


  1. Understand factors to consider when evaluating harmonization strategies and key considerations when thinking about merging benefits offerings.
  2. Learn key tactics to evaluate your organization’s benefits offering including what to nurture, maintain and eliminate.
  3. Hear best practices from experts in the healthcare benefits space.

2:20 - 3:20 p.m.

Sheila Sever, CCP
Senior Manager
Deloitte Consulting

Debbie Sanders, PHR
Deloitte Consulting

Optimized job architecture moves beyond just a “job title clean up”, with organizations taking a more strategic approach to understanding work. Increasingly, job architecture drivers include:

  • Building a baseline in the human capital management system to provide a foundation for a comprehensive talent ecosystem.
  • The need for well-documented career paths that move within and between functional areas.
  • Support to updated organization design.
  • A method for gauging pay equity effectiveness – both internal and external.

During this session, we will share the results of Deloitte Consulting’s and ASHHRA 2024 Global Job Architecture Practices Survey. This is a follow-up to the 2020 survey that includes new topic areas including job architecture’s role in understanding and supporting skills. The Job Architecture survey results are specific to healthcare organizations in the U.S. Join us to learn how to practically apply the survey findings to design an integrated framework of consistent job leveling, titles clear job progressions and pay practices.


  1. Understand the challenges and benefits of implementing an enterprise-wide job architecture program through lessons learned from HR leaders in large, complex organizations.
  2. Share leading practices in job architecture design, such as design principles, number of job levels, job titling conventions, career pathing, job/role growth criteria and governance.
  3. Gain perspective on how to balance current state jobs and future state talent needs in the company’s job architecture.

Jess Elmquist
Chief Human Resources Officer

More than 300,000 healthcare providers left the workforce in 2021, and an aging Baby Boomer population may have hundreds of thousands fewer nurses to provide direct patient care in the U.S. by 2025. With challenges come opportunities. The Bureau of Labor Statistics estimates that healthcare will add nearly 2.6 million jobs between 2021 and 2031, the most of any sector. Will your organization be ready to fill these roles?

To gain a competitive advantage in the healthcare labor market, HR professionals should harness the power of artificial intelligence to create memorable experiences for employees and candidates through personalized content tailored specifically to their interests and skills. Healthcare providers can also cut costs by efficiencies gained through automating burdensome hiring processes.

Learn how hospital networks leveraged AI to post double-digit gains in external hires, including hard-to-find nurses. The companies reported higher quality engagements with passive job seekers that turned them into bona fide leads and then employees.


  1. Learn how AI gives hospital recruiters more time to dedicate to one-on-one interactions with job seekers.
  2. Finding healthcare workers is easy. Recruiting them is hard. See how advanced tech helps hospitals recruit and boost hiring outcomes.
  3. Far from stealing jobs, AI is creating them in an industry short on talent and long on life-saving purpose. Find out how to work at top of your license.

Julie Kennedy Oehlert, DPN, RN
Chief Experience and Brand Officer
ECU Health

Christina Bowen, M.D.
Chief Well-Being Officer
ECU Health

Cassandra Willis-Abner, M.A.
Chief Workforce Officer
Press Ganey

In today’s healthcare environment, respect within the workforce is more than just a nice-to-have; it is a fundamental aspect that underpins the delivery of high-quality, human-centered care. The session explores the importance of healthcare workforce respect and its impact on employee experience, teamwork and patient safety. Participants will learn about current trends in healthcare around respect and that it is a top driver for high performing organizations. Attendees will also gain actionable insights on how to improve respect as highlighted by the successful efforts at ECU Health. ECU Health will share how they involved leaders and frontline employees in understanding what respect means to team members, and what the organization could do to build a more respectful culture. This feedback was used to design a list of 10 respectful behaviors that all team members were trained on and held accountable to. ECU Health experienced a 15 percentile point increase in engagement and saw an increase in the survey item around being treated with respect. In addition, participants will also learn to recognize common challenges that hinder the development of a respectful workplace. By understanding these barriers, participants can take proactive steps to address and overcome them.


  1. Learn why organizations with respect as the top key driver of engagement perform exceptionally better than bottom performing organizations.
  2. Understand why listening to and involving frontline staff is critical to developing a respectful culture.
  3. Create a list of respectful behaviors generated by frontline employees—with examples—and training on them, makes it clear to people what respect looks like and gives everyone something to be held accountable to.

Meagan Sutton, Ph.D., SHRM-SCP
Vice President, Talent Management
Houston Methodist

Tom Stiles, CTT+
Career Development Program Manager
Houston Methodist

In 2021, Houston Methodist Hospital (named to U.S. News & World Report’s Honor Roll for the seventh time and tied for the No. 1 hospital in Texas) launched a system-wide career development program. Their goal: Connect employees with tools and resources to help them take personal ownership of their career and pursue measurable growth within the organization. Starting with one employee leading the program they began the tough job of mobilizing assets and developing an internal marketing strategy to reach 30,000+ employees across seven hospitals, their academic and research institute, and physician network in the greater Houston metropolitan area.

Their strategy was to identify and address a single critical need in internal mobility: employees need focused guidance to better align their aptitudes, skills and interests with meaningful work. After two years, data showed a 13% boost to retention and a 16% boost to internal mobility for those who engaged with the program. Join this workshop, where their team will guide you in building a career development strategy and preliminary outline, starting with small steps your organization can take today, to lay a foundation for far-reaching talent mobility initiatives in the future.


  1. Consider strategic investments that could be linked to talent mobility efforts and the data you need to understand barriers to internal mobility at your organization.
  2. Identify at least one challenge area that could be tackled quickly to get fast, widespread results and determine key stakeholders and existing expertise you could leverage for that “quick win”.
  3. Draft a high-level plan with what you already have and what you need to execute your plan.


1:40 - 2:40 p.m.

AlGene P. Caraulia, MBA, SPHR
Vice President, Integration and Sustainability
Crisis Prevention Institute

Workplace violence has created a crisis across healthcare. We know this. You know this. And healthcare workers definitely know this. This pivotal moment needs action, with strategy, clarity and vision from human resources leaders. In this session, we’ll provide a clear roadmap — with milestones and outcomes — to demystify how to implement de-escalation training. You’ll leave with confidence you can confront the crisis driving healthcare workers out of the field to which they were called.

We’ll introduce CPI’s 4D process to model how leaders at health systems and hospitals can roll-out de-escalation training in phases to simplify what, for many, feels insurmountable:

  • Discover: Understand the current state of workplace safety and the types of behavior encountered within an organization to determine risk levels across all staff.
  • Diagnose: Build the organizational support structure required for ownership, accountability, and efficacy, and adopt a common workplace violence prevention language.
  • Design: Create a sustainable path to integrate and continuously improve de-escalation training throughout your entire organization.
  • Deliver: Provide staff with the annual de-escalation training they require and apply additional training to up-skill those in high-risk departments.


  1. Learn how to implement de-escalation training for your entire organization, including how to up-skill high-risk departments.
  2. Leave prepared to create your own plan, complete with milestones and outcomes that improve the efficacy of your workplace violence prevention programming.
  3. Get strategies to make your de-escalation training program sustainable so your safer workplace becomes an advantage for recruitment and retention.

Melissa McDonald, MSOL, CDP
Director of Diversity, Equity and Inclusion

David Mafe, MHRM, CDP
Chief Diversity Officer and Vice President of Human Resources Metro-Denver

In navigating the realm of Diversity, Equity, and Inclusion (DEI), it’s crucial to gain clarity by aligning DEI programming with tangible organizational objectives. Additionally, DEI can be a powerful tool in addressing staffing shortages by harnessing the potential of a diverse workforce, tapping into previously untapped talent pools, and fostering an environment where everyone feels respected and valued, regardless of their differences. To measure and report progress in achieving DEI goals, it’s imperative to identify effective methods that provide transparency and accountability. This way, organizations can track their journey towards a more inclusive and equitable workplace, ultimately leading to stronger, more resilient teams and a brighter future for all.


  1. Learn how to use DEI to gain momentum in addressing staffing shortages.
  2. Explore how to create an environment to ensure employees are respected and valued, regardless of differences.
  3. Be able to explain methods used to measure and report progress in achieving diversity, equity and inclusion goals.

Jaimee Hartman
Business Development Manager
Healthcare Associates Credit Union

Short-staffed healthcare facilities are becoming a societal norm. Phrases like “We can’t hire people fast enough” are heard daily. We talk about engaging new staff members to make them stay. But what do we do about the current staff members who have one foot out the door? We do not talk about those staff members nearly enough, and they are costing your system a fortune.


  1. Learn how to take staff members who are disengaged and make them a productive team member who wants to stay on staff.
  2. Discover how to financially, physically and mentally make choices that will decrease the churn that we are all seeing today.
  3. Understand what the reduction of churn will do for your team, staff and healthcare system.

2:50 - 3:50 p.m.

Cindy Rowe
Cindy Rowe, LLC

Science has proven that doing kind acts for others makes us happier. And that’s great news for leaders because happier employees are 12% more productive. In today’s workplace climate—amid staffing and retention challenges—it’s crucially important to have a competitive edge with current staff and future employees. In this session, learn how to use kindness as a key differentiator to make your organization stand out from the crowd. When you learn how to use kindness strategically, you’ll be seen and valued as a strategic and compassionate leader while simultaneously boosting the bottom line and improving workplace culture.


  1. Identify the tangible benefits of creating a culture focused on kindness.
  2. Incorporate standards that focus on the human element of the workplace and move the needle toward a kinder work environment.
  3. Create an action plan that will positively impact the bottom line.

Katie Pirtle Health Systems, Virgin Pulse Virgin Pulse

Maracie Wilson Executive Director, Well-being & Benefits Integration Providence Healthcare

Lisa Melink Employee Well-Being and EAP Leader UCHealth

Facing labor shortages, diminished margins, intensifying competition and rising employee burnout, healthcare HR leaders are in a workforce crisis. With CFOs demanding cost-saving measures, HR leaders must deftly strategize to balance costs while nurturing a sustainable, healthy workforce. In this session, gain insights from multi-state and regional health system representatives as they reveal their innovative strategies. Learn how they improve physical and mental health, reduce costs by harnessing their employee well-being program and how they are thinking about tackling the next round of challenges. Instead of budget strains, these become cost (and retention) savers. This opportunity is invaluable to navigate the intricacies of healthcare expenses with ingenious strategies. OBJECTIVES
  1. Get inspired by innovative strategies employed by successful multi-state and regional healthcare organizations to support employee health.
  2. Gain tangible solutions for the next generation of your health and well-being program.
  3. Learn the unexpected business outcomes of prioritizing a culture of well-being.

Nakesha Lopez, MBA
Senior Vice President & Chief Human Resources Officer
Baylor Scott & White Health

Hanna Patterson, MBA
SVP, Healthcare and Applied Learning at Guild

At Baylor Scott & White Health, the largest not-for-profit health system in the state of Texas, job vacancy rates jumped about 400% at the height of the COVID-19 pandemic. Restoring the workforce to continue providing the accessible quality care their customers deserve and preparing for the jobs of the future required a multi-pronged approach centered on the needs of BSWH’s most valuable resource – their employees.

In 2023, Baylor Scott & White Health (BSWH) became the first health system in Texas to roll out educational opportunities specifically designed to support the career mobility of their employees. BSWH made available certificate programs for high school completion and in-demand allied health fields as well as degree programs from day one of employment.
58% of BSWH employees highlight a strong desire to grow their careers at BSWH. In fact, employees engaging with the program to prepare for the jobs of the future are 85% more likely to stay at the organization.

This session will discuss how BSWH’s investment into learning and creation of clear career pathways has helped them to lift low wage earners into in-demand roles, retain core talent, develop new leaders and strengthen their workforce pipeline.


  1. Understand an effective roadmap to move from rebuilding your workforce after the pandemic to creating a multi-pronged strategy that will support your organization well into the future.
  2. Have a strong model for creating equitable education, skilling, and career opportunities for the healthcare workforce.
  3. Understand how your organization is able to lift low wage earners through clear career path opportunities, developing new leaders, retaining core talent, and strengthening your pipeline.

Joel Grauer
Management & Program Analyst
U.S. Citizenship and Immigration Services (USCIS) Agency

In this session we will discuss the most current Form I-9 and address many areas including common mistakes made while completing the I-9. We’ll cover how the I-9 can be completed on a new hire before they begin working for pay along with best practices for reviewing and copying documents, making corrections, re-verifying documents and what to do if you’re missing an I-9.

Learn more about E-Verify, the free web-based service and a partnership between the Department of Homeland Security (DHS) and the Social Security Administration (SSA). This one-of-a-kind system allows enrolled employers to electronically verify the employment eligibility of their new hires. At the federal level, E-Verify is voluntary for most users although mandatory, with various legislative requirements, in over 20 states and for a host of federal contractors. During this session we’ll review recent changes and updates in E-Verify, the earliest you can create an E-Verify case, how to handle a mismatch case along with ‘good-to-know’ best practices. We’ll wrap up the session with an exciting preview of E-Verify’s future – NextGen.

Even the most ‘seasoned’ I-9 professionals will walk from this high energy conversation saying, “I didn’t know that”!


  1. Learn how to accurately complete Form I-9 and lead Form I-9 self-audits.
  2. Understand how to enroll in E-Verify and develop comprehensive employment verification program.
  3. Learn how to fluidly resolve E-Verify case mismatches (tentative non-confirmations).


9:20 - 10:20 a.m.

Shaunielle Abreu, M.A.
Executive Director – Diversity, MRBI Program, and LLU HR
Loma Linda University Health

Silvi Gonzalez Cuizon, RN, Ph.D.
Director Health Equity
Loma Linda University Health

In 2023, The Joint Commission issued new standards for Health Equity under the chapter for National Patient Safety Goals. The new elements of performance include includes assessing patient’s health-related social needs, providing community resources, identifying healthcare disparities, developing written plans, acting upon findings and annual reporting to stakeholders. Much, if not all, of this work needs to be driven by individuals with expertise in patient care. This session will discuss how we as human resource or DEI practitioners can support the work of our clinical health equity partners. We will discuss practical ways of integrating The Joint Commission’s new standards into an organization’s DEI strategic plan.


  1. Learn key elements to create synergy between human resources and health equity work.
  2. Discuss strategic initiatives that meet The Joint Commission Health Equity Standards.
  3. Take away practical models, grid for division of work and realistic solutions.

Jason DiLorenzo RPLU
Founder & President

Student loan benefits are increasingly becoming a must-have benefit for this generation. Recent legislation offers favorable tax treatment of both federal and employer-sponsored repayment and forgiveness programs, and the positive impact of these benefits on both recruiting and retention is now documented.
But student loan products and services for employers come in all shapes and sizes, and the solution you offer should be customized based on your specific organization and, of course, your budget. In this session, we’ll explore all of the different student loan benefits that employers are offering today, what federal programs you can leverage on behalf of your staff, and we’ll offer some creative new strategies that can deliver savings to both your staff AND your organization.


  1. Understand and leverage federal programs such as Secure 2.0 and Public Service Loan Forgiveness (PSLF).
  2. What tax benefits exist today when employers contribute towards their staff debt?
  3. What impact have companies who have offered student loan repayment seen on retention?

Christia Hicks
Chief Human Resources Officer
Eskenazi Health

Larry Markle
Director, Gregory S. Fehribach Center
Eskenazi Health

Eskenazi Health in Indianapolis has created innovative internship programs for two groups of college students who often miss out on summer internship opportunities: local residents attending out-of-state Historically Black Colleges and Universities (HBCUs) and students with physical disabilities. These two paid internship programs provide talented and qualified college students with skills and experiences they need to become strong candidates for employment after graduation. In addition to being matched with internships in fields that correlate with their majors and career goals, interns in both programs participate in weekly professional development workshops and attend networking events. Interns leave these programs as attractive candidates for graduate school or for full-time positions at Eskenazi Health or elsewhere. Finding quality talent is a challenge, so recruiting candidates from groups often overlooked is imperative.
Leaders at Eskenazi Health, the Chief Human Resources Officer and the Director of the Gregory S. Fehribach Center’s internship program for students with physical disabilities, will share why internship programs for these groups of college students are needed and explain how Eskenazi Health implemented them. Components of each program are easily replicable, and the presenters will share tips and suggestions for how attendees can develop opportunities for college students from diverse backgrounds.


  1. Understand the importance of providing internship opportunities for students from HBCUs and for college students with physical disabilities.
  2. Learn how Eskenazi Health created these unique internship programs, how students are recruited and what programs and resources are available to the interns.
  3. Discover ways to replicate aspects of these successful internship programs that promote increased diversity in the workforce.

Richard Safeer, MD, FAAFP, FACLM, FACPM
Chief Medical Director, Employee Health and Well-Being
Johs Hopkins Medicine

Gallup, the Surgeon General’s office, Deloitte and many other reputable organizations cite well-being as the second most important feature employees consider when searching for a new job. The well-being of employees also weighs heavily on the decision for one to stay with their current employment. In fact, employee health and well-being plays a major role in employee engagement, customer retention and company morale. However, most leaders have never been given the skills needed to support the health and well-being of those they lead. It’s not part of the curriculum for most MBA programs and it’s not part of the agenda for most leadership development programs. Currently, the vast majority of leaders are left unequipped to address this important aspect of organizational success.

Most companies want to support employee health and well-being, but they don’t know how to approach the challenge. They’ve exhausted the benefit and program approach. What most companies fail to understand, is that building a well-being culture in the workplace will support every employee, doesn’t have to cost a lot and will also contribute to the company’s overall success. In this session, I’ll share a prescription for a happier, healthier and more resilient workforce.


  1. Learn the power of culture on well-being.
  2. Appreciate how workplace relationships impact employee well-being.
  3. Be able to list and explain the six well-being culture building blocks.

10:30 - 11:30 a.m.

Tamarah Danielle Brownlee, MPH,
Regional Vice President Human Resources and System Recognition
IU Health

Susan S. Day, LCSW, LCAC
Director of IU Health Employee Assistance Program
IU Health

Kapri Ames, MSN, RN, NE-BC, CP
Vice President, Chief Nursing Officer
IU Health

According to the CDC (2021), healthcare workers are at increased risk for suicide due to difficult working conditions, long work hours, emotionally difficult situations, and workplace violence. The COVID-19 pandemic has exacerbated this risk as evidenced by increased incidents of stress, anxiety, frustration, exhaustion, and overwhelm (as cited by the American Healthcare Association, 2022). Peer-to-peer well-being support is an innovative approach that leverages the strength of ‘team’ to amplify the team’s strength. This type of effort promotes connection, builds psychological safety, and develops team member-to-team member engagement. Mental health (dis)ease is rising while access to resources is declining. This phenomenon creates a need for workplace HR leadership to partner with other healthcare executives to transform the outdated model of delivering well-being resources to a more relational delivery that empowers team member to team member support, engagement and connectedness.


  1. Identify a peer-to-peer well-being support strategy to create a healthier workplace environment.
  2. Discover ways to mitigate psychological safety barriers using a creative approach to support workplace well-being.
  3. Gain awareness, knowledge and insights from lessons learned, including successes and challenges when implementing well-being support in the workplace.

Elizabeth Bruno, MSN, RN
Vice President, Chief Learning Officer
Baptist Health System

This session will focus on a program designed to build a cadre of bedside clinicians who are prepared with the knowledge, skills and abilities to assist with in-house training programs while maintaining their direct care roles. These individuals, having been up-skilled to teach, often fill open positions in the L&D department. This allows us to select the best candidates from the pool, decreases time to full competence and helps us retain them in the system.


  1. Learn the key elements that make up a successful adjunct faculty training course.
  2. Discover how to “sell” the program to finance and executive leadership.
  3. Understand specific techniques for the supervision and evaluation of the performance of adjunct faculty members.

Caitlyn Obrock, RN MBA
Senior Nurse Influencer
SSM Health

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

Health systems must incorporate modern recruitment methods employed by leading staffing agencies to compete for talent. Staffing agencies employ digital marketing strategies and prioritize speed and candidate experience to find, secure and place candidates quickly. This session explores how Aya disrupted clinical recruitment by setting new standards for innovation and efficiency and how SSM Health’s Clinical Recruitment team employed many of Aya’s best practices to transform their recruitment strategies. The results were astounding. Time to fill for positions decreased from a staggering 200 days to just 28 days. Ready-for-hire conversion rates skyrocketed from 12% to an impressive 82%. In four months of program inception, SSM Health’s Clinical Recruitment Team recruited and onboarded hundreds clinicians. Join us to gain insights into Aya’s and SSM Health’s recruitment innovation and learn valuable lessons on transforming your own clinical recruitment strategy.


  1. Understand the evolving landscape of clinical recruitment and the imperative of adopting modern strategies to stay competitive in healthcare talent acquisition.
  2. Explore SSM Health’s innovative approach to nurse recruitment, which outperformed traditional HR methods.
  3. Gain insights into best practices of SSM Health and leading staffing agencies to lead your own recruitment transformation journey.

John Austin, Ph.D.
Endowed Chair and Interim Dean, College of Business
University of New England

In this session, Dr. Austin will lead the participants through a dynamic foresight process that leaves participants with skills of “seeing around the corner” as the world shifts. Organizations are increasingly embracing the importance of developing strategic foresight skills of their leaders. Strategic foresight is the systematic examination of potential futures to inform decision-making today. It’s about anticipating possible future trends, envisioning various plausible future scenarios, and planning accordingly. Unlike traditional forecasting which typically uses quantitative data to predict likely outcomes, strategic foresight often involves a more qualitative and creative approach.

Participants will be actively working with a dynamic foresight technique while they learn about it. Dr. Austin will lead the group through dynamic scenarios about the future of the healthcare workforce. Participants will work in smaller groups at their tables to create “what-if” scenarios and then be guided through a process of identifying the strategic implications of those scenarios. In addition to developing an understanding of the dynamic foresight process, participants will leave the session with a richer understanding of determinants of the future of the healthcare workforce through their engagement with their peers.


  1. Identify the core uncertainties facing your organization and have a process for mapping how those uncertainties interact.
  2. Stress test short-term initiatives against a range of “what if” scenarios and identify blindspots in short-term strategies.
  3. Lead conversations with leaders in their organization about the future of the workforce with deeper insight into external forces.

2:10 - 3:10 p.m.

Sheila Moss, SHRM-SCP, SPHR, Social Styles Certified Facilitator
Information Solutions Team

We all have a preferred way of acting and interacting. However, without self-awareness, we may not fully understand how and why our actions affect others and vice versa. Why do people behave like they do? The Platinum Rule tells us to “treat others the way THEY want to be treated.” There are things that we likely cannot change about ourselves, and we surely cannot change others. BUT there are things that we can do to meet others where they are.

Let’s take a brief journey of self-discovery and see how the things we learn about ourselves give us the tools to Read the Room. Our destination will be the cross-section of social intelligence and emotional intelligence, and our outcome will be increased positive workplace relationships, decreased conflict, and highly effective leadership.


  1. Gain a foundational understanding of workplace behavioral differences.
  2. Explore personal awareness of behavioral styles.
  3. Learn key skills to improve working relationships with colleagues and direct reports.

Kristin Baird, BSN, MHA
Baird Group

You’ve built the course, scheduled the rooms, sent out announcements for training and…crickets. Frustrating to say the least. Especially when you’re offering the very training topics requested. Or worse: the training is mandatory and you are forced to confront a room of reluctant, if not bitter, employees forced to attend. Not fun. And you’ve probably been there and done that.
Healthcare spends billions of dollars every year on training for its staff yet struggles to prove ROI. The one-and-done approach does little to change behavior that improves the bottom line. Perhaps it’s not the course but the promotional and communication methods. Thinking like marketers helps HR and OD spur curiosity and engagement with training sessions. Led by an award-winning healthcare marketer, trainer, and course designer, this session shows you how to build excitement and enthusiasm for your training sessions and techniques for helping the content to stick long after the class has ended. Attendees will receive a marketing and communication plan template they can begin using immediately.


  1. Review three marketing techniques that, when applied to training, can spur curiosity and build excitement.
  2. Examine steps that increase content stickiness long after the training is completed, and take along a marketing/communication template.
  3. Follow a case example of a “wrap around” approach for improving content recall and behavior change.

Scott Pechaitis
Employment Law Attorney
Jackson Lewis P.C.

Attendees of this session will walk with the ability to recognize and explain who is comparable to whom for pay purposes under the patchwork of federal and state pay equity laws. Attendees will also be able to recognize and explain what justifications for pay differences are lawful, and identify and discuss best practices for pay equity analyses, including how to apply the attorney-client privilege and how to safely communicate about pay equity adjustments. Most importantly, the session will provide the tools and information necessary to assess your current approach to pay analyses to identify components that may be inconsistent with pay equity laws and help you avoid creating or exacerbating legal risks.


  1. Gain the ability to recognize and explain who is comparable to whom for pay purposes under the patchwork of federal and state pay equity laws.
  2. Learn how to recognize and explain what justifications for pay differences are lawful.
  3. Understand how to identify and discuss best practices for pay equity analyses, including how to apply the attorney-client privilege and how to safely communicate about pay equity adjustments.

3:20 - 4:20 p.m.

Jaclyn Parr, MSN, BSN, RN
Director of Nursing
Corewell Health William Beaumont University Hospital Royal Oak

Patrick Kneeland, M.D.
Senior Physician Advisor
The Institute for Health Care Excellence

Healthcare institutions worldwide are grappling with the imperative of human-centered care. This proposal delves into the remarkable transformation at Corewell Health’s Family Birth Center. We explore the challenges of disjointed communication, staff burnout, and the erosion of empathy in healthcare. The program features resilience training, improved communication, team building, and robust feedback mechanisms, serving as a beacon of hope. The transformative results include a significant decline in burnout rates, a remarkable reduction in nurse turnover, and an astonishing 6X ROI. Beyond these figures, this presentation emphasizes the restoration of compassion, collaboration, and patient-centric care.

Moreover, we underscore the crucial role of leadership in this transformation journey. Strong and compassionate leadership is the cornerstone upon which employee well-being is built. Reduced burnout and increased thriving among staff are the direct outcomes of leadership that prioritizes their needs and fosters a culture of support and growth. By addressing burnout and empowering employees to thrive, healthcare organizations can not only retain their valuable talent but also enhance the overall quality of care. This presentation challenges health system CEOs to embrace human-centric solutions for improved patient outcomes, financial metrics, and the retention of a dedicated workforce.


  1. Unveil the challenges healthcare institutions face in maintaining efficient, compassionate, and collaborative environments in a post-COVID world.
  2. Showcase the transformative impact on Corewell Health’s Family Birth Center team, emphasizing the specific strategies employed.
  3. Highlight the measurable outcomes of this transformation, including reductions in burnout and nurse turnover rates, along with a substantial return on investment (ROI). Encourage healthcare leaders to prioritize human-centric solutions for improved patient outcomes and financial metrics.

Katie Pirtle
Health Systems, Virgin Pulse
Virgin Pulse

Maracie Wilson
Executive Director, Well-being & Benefits Integration
Providence Healthcare

Lisa Melink
Employee Well-Being and EAP Leader

Facing labor shortages, diminished margins, intensifying competition and rising employee burnout, healthcare HR leaders are in a workforce crisis. With CFOs demanding cost-saving measures, HR leaders must deftly strategize to balance costs while nurturing a sustainable, healthy workforce. In this session, gain insights from multi-state and regional health system representatives as they reveal their innovative strategies. Learn how they improve physical and mental health, reduce costs by harnessing their employee well-being program and how they are thinking about tackling the next round of challenges. Instead of budget strains, these become cost (and retention) savers. This opportunity is invaluable to navigate the intricacies of healthcare expenses with ingenious strategies.


  1. Get inspired by innovative strategies employed by successful multi-state and regional healthcare organizations to support employee health.
  2. Gain tangible solutions for the next generation of your health and well-being program.
  3. Learn the unexpected business outcomes of prioritizing a culture of well-being.

Jonathan Hirokawa, MBA, SHRM-CP
Director, HR and People Strategy
Childrens Hospital Colorado

In a fast-evolving business landscape, the role of HR is undergoing a profound transformation. This presentation is a journey through the changing tides of HR, focusing on the pivotal shift from transactional functions to becoming strategic partners. We’ll delve into the skills and competencies essential for HR professionals to lead this change. Through engaging and real-world examples, participants will explore how HR can proactively drive organizational success by aligning people strategies with overarching business objectives. Attendees will gain insights into fostering a culture of innovation, leveraging technology and harnessing data to make informed decisions. Join us to discover how to elevate HR’s role from a support function to a strategic powerhouse.


  1. Understanding the Strategic Shift: Gain a comprehensive understanding of the evolution of HR’s role from transactional tasks to strategic partnership, along with the driving forces behind this transformation.
  2. Key Skills and Competencies: Identify the essential skills and competencies that HR professionals need to cultivate in order to effectively navigate the shift towards strategic partnership and drive organizational success.
  3. Applying Innovation and Technology: Discover how to leverage innovation and technology to proactively contribute to fostering a culture of innovation within the organization and align HR strategies with broader business goals.

Aaron Olman
People On Point

Erica Duncan
People On Point

In an era marked by technological advancements and an evolving healthcare landscape, data-driven HR and people analytics have emerged as critical tools to revolutionize the healthcare sector. This presentation delves into the transformative potential of data-driven approaches in human resources within healthcare organizations.

The significance of data-driven HR lies in its ability to optimize staffing and workforce management. Data analytics in HR helps in understanding and addressing employee well-being and satisfaction. By identifying trends related to employee burnout, turnover, and job satisfaction, healthcare organizations can proactively implement strategies such as wellness programs and tailored interventions to improve the work environment. Data-driven HR aligns HR strategies with the broader goals of healthcare organizations. It enables better succession planning, improved recruitment strategies and enhanced training and development programs, all geared towards enhancing patient outcomes and delivering patient-centered care.

This presentation will illuminate how data-driven HR and people analytics are shaping the future of healthcare. By leveraging the power of data, healthcare organizations can achieve optimal patient care, workforce satisfaction and operational efficiency, positioning them for success in an increasingly data-centric healthcare landscape.


  1. The use of data-driven HR and People Analytics can significantly impact patient care.
  2. An appreciation for how analytics can help identify burnout risks, design wellb-eing programs, and create a work environment that fosters employee satisfaction and engagement.
  3. How data-driven HR empowers healthcare organizations to make more informed strategic decisions.

Countdown to ASHHRA24


Annual Conference