Who is doing the training and how it's delivered is changing.
Healthcare always has been exposed to continual change due to numerous factors, such as the evolution of regulations, policies, and care delivery, as well as the expansion of health services, technology, and payment models. To keep up with these changes, a steady progression in talent development strategies is required. Although customer satisfaction and patient experience have been the name of the game in recent years, the nuances brought forth by the changing landscape have shifted the focus of the healthcare talent development industry to topics such as employee motivation, engagement, and more innovative and experiential learning methods.
In 2016, challenges included adopting new talent management practices, implementing nontraditional recruitment strategies, and developing employees. These areas will continue to be the focus in the years to come, but healthcare organizations will have to step up their game to meet the challenging demands of the unknowable future.
Implementing new strategies and adapting to them is never an easy task, but if a healthcare organization does not do so in a timely matter, the competition will make its mark in the industry. So, the question is: With the constant evolution in healthcare services and talent development, what will be the new training delivery trends that will emerge to ensure success by 2020?
New training, new trainers
In healthcare, the academic part of learning is only a preliminary step; it involves doctors, nurses, and other medical staff obtaining knowledge via textbooks and classroom labs. Subsequent steps move from the academic approach to the performance-outcome approach and corporate learning. Performance outcomes include doing; applying knowledge on the job. Knowledge is measured through performance in the workplace versus through tests in the academic world.
The biggest difference between the two methods is that the academic approach will have the outcome of a passing (or failing) grade, while the workplace approach results in goal attainment (or not). After all, a physician who serves as unit director will be well-versed on various medical procedures, but might not know how to manage projects or coach staff—and why it's important, from an organizational standpoint, to develop such skills.
Therefore, as talent development professionals integrate their training programs with corporate outcomes and goals, they must ensure that participants apply what they learned and use their skills in the workplace to meet those aims. Medical staff know that patient care is vital in healthcare organizations, but also must understand and embrace the benefits of, for example, employee engagement, leadership development, and strategic planning.
Another factor that could have a huge impact in the healthcare industry is the idea of healthcare insurance brokers moving away from offering products and toward a more educational and consultative role. With employers focused on doing more with less, brokers have the opportunity to step in and provide new solutions to help. An example of this, according to LifeHealthPro, is brokers training workers on the systems and specifics of their total benefits package. Many employees prefer the idea of having an individual walk them through their healthcare options. A reduced benefits experience could reflect poorly on the employer. LifeHealthPro insists that "to succeed in the retail healthcare market over the next decade, brokers will need to adopt strategies for meeting consumer demands for speed, convenience, and transparency."
So for talent development personnel working for healthcare insurance brokers, they will have to train the trainers who will be informing employees about their benefits.
Global considerations
Globalization continues to progress, and many companies are obligated to adopt new talent-sourcing strategies and groundbreaking talent management practices. However, the intricacy of today's global business environment makes it difficult to find the right talent.
In 2016, the idea of succession management transformed. Previously, a succession plan consisted of making a short list of potential successors who share a similar skill set for an organization's leading positions. Now, that list is more complex. Each individual department, geographic location, and position requires specific criteria, which expands the list to multiple talent pools. Instead of one to two candidates per leadership position, healthcare organizations are identifying one to two candidates per needed skill.
The factors surrounding global talent mobility are other concepts talent development professionals will need to understand. Accenture Strategy defines global talent mobility as the mobile support of workforces and global virtual teams across geographies to promote and highlight global sensitivity from the employees. Training healthcare professionals on how to work in virtual teams that communicate effectively across different time zones and distances must be on the agenda.
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