Healthcare organizations nationwide are grappling with persistent turnover and staffing shortages across clinical and allied health roles, including certified nursing assistants, patient care technicians and environmental services workers.
In this increasingly competitive talent landscape, leading health systems are recognizing that hiring alone is not enough. The organizations making the most progress are those investing in strong, sustainable talent pipelines — supported by innovative, long-term workforce development strategies.
To explore proven approaches for building a strong allied health pipeline, Becker’s Healthcare recently spoke with Jennifer Kolb, vice president of partnerships and workforce development at MedCerts.
Why health systems need both external + internal talent strategies
External pipelines introduce new talent into organizations by training individuals with little to no prior experience for clinical and support roles. These programs often include apprenticeships, high school career pathways and recruitment initiatives targeting local communities.
In contrast, internal pipelines involve employees who are already part of the organization, who understand and are committed to their mission. These individuals can be upskilled and supported as they move from one role to the next.
According to Ms. Kolb, by combining these “outside-in” and “inside-up” workforce strategies, health systems can create strong, sustainable talent pipelines across multiple allied health roles.
From classroom to career — how partnerships strengthen pipelines
Partnering high schools, community colleges and workforce programs is a proven way for health systems to expose students to allied health careers earlier and provide them with hands-on experience.
Ms. Kolb noted an important consideration is that no single stakeholder can manage these programs alone. The most impactful initiatives bring together all relevant stakeholders, so that each contributes to the overall pathway. This approach makes it easier to create seamless pathways into healthcare careers.
MedCerts, for example, has developed a partnership with Pittsburgh-based UPMC and a network of high schools across Pennsylvania. Students can enroll in allied health training programs as early as the 11th grade and participate in the same coursework as adult learners.
The financial benefits for students are significant. Ms. Kolb explained that many external pipeline development programs rely on employer sponsorship, as well as state or federal funding. Consequently, students and their families typically don’t incur out-of-pocket costs.
In addition, by the time program participants graduate from high school, students can earn both their diploma and a national certification, positioning them to begin working in healthcare immediately. If they later elect to pursue a college degree, many institutions award college credits for completing certifications. This enables them to enter higher education with a meaningful head start.
‘Earn while you learn’ attracts internal talent
Internal career programs like employer-sponsored training are another effective avenue for addressing allied health shortages. Employees are more likely to participate in and complete programs when employers provide direct support, cover tuition costs and offer flexible learning models.
“Organizations that invest in their workforce up front, through ‘grow-your-own’ programs where employers sponsor and guide employees through training, tend to produce stronger results than tuition reimbursement models,” Ms. Kolb said. “Asking employees to pay tuition upfront and then wait for reimbursement often creates barriers to pursuing additional education.”
Ms. Kolb also underscored the importance of flexibility when supporting investing in the growth of a talent pool. “Training programs that support online learning, fluid schedules and rolling start dates enable employees to pursue career advancement, without disrupting their work and personal responsibilities.”
For the employer, such grow-your-own programs do more than fill openings — they help healthcare employers build a more stable workforce. When organizations train and promote talent from within, they often see stronger retention, faster time to productivity, better-prepared frontline staff and meaningful savings tied to reduced vacancy costs, contract labor and turnover.
Tracking workforce development success
The conversation across many health systems is shifting from how education is delivered to which workforce development models produce the strongest outcomes.
With this shift, it’s increasingly important for healthcare leaders to measure both educational results and operational impact. Key metrics include program completion rates, certification attainment, internal promotion rates, as well as employee engagement and retention.
Workforce development initiatives designed with long-term career mobility in mind create clear pathways for advancement, signal meaningful employer investment in training and offer visible opportunities for growth. The benefits are evident for both organizations and the employees they support.
“A workforce that feels supported in its professional growth is more engaged, productive and likely to remain with the organization in the long term,” Ms. Kolb said.
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