Hospitals and health systems are navigating a paradoxical workforce landscape. While healthcare organizations are adding jobs at a faster pace than the overall economy, many organizations are also contending with financial pressures and workforce reductions.
Amid these challenges, how are chief human resources officers implementing workforce strategies to fill gaps without ballooning costs — and how is the situation affecting CEO or board communication?
Kalamazoo, Mich.-based Bronson Healthcare is located in a region rich with educational institutions, Cheryl Johnson, senior vice president of human resources and chief people officer, told Becker’s. The system has built strong partnerships with many of them to create sustainable, cost-effective workforce models.
“One key focus has been on developing career pathways into roles like [certified nursing assistants], [licenced practical nurses] and other critical frontline positions,” she said. “These programs allow individuals to work within our healthcare system while attending school, gaining both hands-on experience and academic preparation. This dual approach not only supports workforce development, but also creates a strong sense of purpose and belonging, which has a direct impact on retention.”
Bronson Healthcare is also investing in training, career progression and supportive work environments to mitigate turnover and build a more resilient workforce, Ms. Johnson said.
“We are also exploring flexible staffing models and cross-training opportunities to ensure our teams can adapt to patient needs without adding unnecessary labor costs,” she said. “Whether it’s internal float pools or expanding scope within certain roles, the goal is to maintain high-quality care while using our talent efficiently and sustainably.”
For Clearwater, Fla.-based BayCare Health System, developing internal talent is key to long-term success, Chief Team Resources Officer Nikki Daily told Becker’s.
“We’ve reimagined our team member development programs by creating career pathways that offer a clear roadmap for growth,” she said. “These pathways are supported by robust internal development opportunities, strategic academic partnerships and a generous tuition assistance program, all designed to equip our team members with the tools they need to achieve their career goals.”
Virtual and remote work have been a significant focus for Dover, Del.-based Bayhealth in recent years, CHRO Darlene Stone told Becker’s.
“We have the ability to hire in over 20 states for roles, whether it be a 100% remote role or a hybrid role,” she said. “We’re introducing the virtual nurse for our organization so that they can help provide support to the clinical caregiver at the bedside, whether it be a validation over electronic equipment of a second medication, an admission of a patient — just being able to answer call lights timely by having that nurse be able to pop in. So that is one area that we’re doubling down on to just help provide support for that caregiver at the bedside and be more efficient from that perspective as well.”
Radnor, Pa.-based Main Line Health offers flexible staffing models, such as weekend programs, and cross training, while remaining focused on their mobility rates, CHRO Pam Teufel told Becker’s.
“We’re really targeting about 40% of our jobs to be filled internally,” Ms. Teufel said. “That takes a lot of work to do. It is incumbent on us to listen, and we do that through our engagement survey, to say, ‘What are our staff telling us they want?'”
CEO and board communication
Amy Beales, chief human resources officer of Annapolis, Md.-based Luminis Health, said the framing of workforce strategy has always been about ensuring stability, sustainability and alignment with mission.
“When I speak with our board and CEO, the focus isn’t on chasing headlines — it’s on demonstrating that our staffing plans are grounded in real data, patient needs and community priorities,” Ms. Beales said. “The recognition of healthcare’s central role in the economy reinforces the importance of what we’re already doing: investing thoughtfully in our people and building a workforce strategy that can navigate both growth and uncertainty. It validates our approach of remaining steady, consistent and focused on long-term value rather than short-term shifts.”
BayCare’s board and CEO have long recognized that team members are its most valuable asset, Ms. Daily said.
“In today’s increasingly competitive environment for skilled healthcare talent, workforce strategy is no longer a support function, it’s central to every strategic goal we pursue,” she said. “We’ve shifted the conversation from viewing our workforce as a cost center to positioning it as a strategic driver of performance, innovation and growth. Attracting and retaining the best talent is not just essential to operations — it’s foundational to our mission and our ability to deliver exceptional care.”
Ms. Johnson also said there is no need to reframe workforce strategy, as Bronson Healthcare’s board and CEO live in the communities it serves.
“They already deeply understand the impact of our workforce decisions,” she said. “When you regularly bump into team members or their families at the grocery store, local restaurants or at a child’s sporting event, it creates a level of community intimacy that naturally reinforces the importance of wise, people-centered decision-making.”
