Artificial intelligence is transforming all aspects of healthcare, including the workforce. But that doesn’t mean AI is replacing jobs; instead, health system leaders are leveraging the technology to empower teams and elevate leaders.
The cultural transformation takes time and additional education investments, but can drive meaningful results.
“Our workforce is evolving to embrace intelligent automation and AI as essential tools for enabling more personalized, efficient and transformative care,” said Biju Samkutty, COO of international and enterprise automation at Mayo Clinic in Rochester, Minn. “We are prioritizing the development of skills in data literacy, digital collaboration and AI-driven decision support across clinical and operational roles.”
Team members who traditionally spent a lot of time with manual or routine work are elevating now to more strategic, analytical and tech-enabled responsibilities.
“The shift is creating a more agile, empowered workforce ready to lead in the future of healthcare,” said Mr. Samkutty.
Most health systems have started shifting administrative work to AI apps and platforms, creating back office efficiencies in revenue cycle and supply chain. The most advanced are now applying the same principles to care delivery with clinical decision support and predictive analytics. Mayo Clinic is adding data scientists, AI specialists, and technologies to work with clinicians on developing new capabilities.
“By bridging the gap between clinical expertise and technological proficiency and ensuring continuous upskilling, we’re augmenting support for our staff and the care we deliver to our patients,” said Maneesh Goyal, COO of Mayo Clinic Platform, the health system’s technology and data platform.
The big promise of an AI-empowered workforce driving more efficient care with better outcomes hinges on collaboration. Teams can’t work in fragmented departments and siloes; it can’t take several steps to access data or receive communication. Care teams need real-time information and constant interaction to take better care of patients. That’s what Westchester Medical Center Health Network in Valhalla, N.Y., is trying to do.
“We are dismantling silos, redesigning leadership pipelines and nurturing a culture where bold thinking is not just welcomed, it’s becoming the norm,” said CEO David Lubarsky, MD. “Our people are more than employees. They are mission-driven architects of community health, empowered by data, driven by compassion and united by a shared commitment to the next era of care. By leveraging technology to reduce low-value tasks and enhance clinical workflows, we’re making space for what matters most: meaningful, judgement-driven and compassionate care.”
Ethan Chernin, president of health services of Nashville, Tenn.-based Ardent Health, also sees its workforce evolving as a result of care model changes and technology-driven solutions.
“Weve implemented virtual nursing to enhance care delivery and reduce burdens on clinicians,” said Mr. Chernin. “We’re also piloting ambient listening tools to streamline documentation, improve provider-patient interactions and reduce cognitive burden on providers. New care team models and digital tools are helping expand our talent reach, enabling clinicians to practice at the top of their license and improving workplace satisfaction.”
Ardent Health developed digital fluency and care coordination upskilling programs to support their initiatives for a more engaged workforce with technology and AI.
Peoria, Ill.-based OSF HealthCare is also transforming its workforce for more agile and future-ready teams. CEO Bob Sehring is encouraging talent mobility, creating workplace flexibility and advancing skillsets in AI, automation in telehealth.
He is also focused on the employee experience.
“OSF leverages data and digital tools to enhance employee experience while also fostering a culture that embraces continuous learning and innovation,” said Mr. Sehring.
