Persistent labor shortages have spurred some healthcare systems to take a “grow-your-own” approach that involves upskilling current employees to supplement external recruitment. Today on WorkforceRx, we’re going to learn about an innovator in this area, Ochsner Health System in Louisiana, which uses coaches, apprenticeships, and flexible pathways to help advance its employee’s skills and careers. “You really have to have that mindset shift that we are a learning culture and we're all-in on employee development,” says Missy Hopson, PhD, Ochsner's Chief Learning and Workforce Development Officer. As Hopson shares with Futuro Health CEO Van Ton-Quinlivan, there have been some impressive results. Using medical assistants as an example, 94% who went through Ochsner’s apprenticeship pathway program were still on the job 18 months later, a huge jump over the normal 18-month retention rate of 55%. Broader retention efforts include making in-house career coaches available to all employees and deploying life coaches when employees face difficult circumstances that might create barriers to staying on the job, such as problems with transportation or family instability. “If needs go unmet, you often end up rolling out of the organization and we miss out on the opportunity of having that win-win relationship between the person who's joined us and their future self,” says Hopson. Tune in for the illuminating details of how Hopson and her team have won over hiring managers and senior leaders with a compelling business case for DIY workforce development and providing holistic support for employees.

As a physician for many decades and former Secretary of Health and Human Resources in Virginia for eight years, Dr. Bill Hazel has come to believe there is one necessary ingredient to unraveling the very knotty problems the healthcare system faces: collaboration. As he explains to Futuro Health CEO Van Ton-Quinlivan, he used his power as Secretary to breakdown government silos to develop multi-agency solutions. Now as CEO of Claude Moore Opportunities -- a public charity focused on workforce development -- he’s pulling players in that space together in a regional and sector-based approach. “I’m a big fan of bringing folks into a room, agreeing on what the problem is, and then thinking about different ways we can contribute to solving it.” Dr. Hazel believes collaboration is also the basis for addressing the physician burnout crisis, arguing that moving to more of a team-based approach will yield a more efficient and supportive environment. “Physicians are overwhelmed and lousy jobs will not attract and keep people. We have to fundamentally look at how we're providing services going forward and make use of teams, which then can support each other and add expertise.” In this wide-ranging episode of WorkforceRx, Dr. Hazel also describes the role of philanthropy in providing flexible funding for innovation, advocates for starting career exploration earlier in the K-12 journey, and discusses why growing the behavioral health workforce is a top priority.

To mark the fifth year of our founding and the 100th episode of WorkforceRx, we've tapped a very special member of the Futuro Health family, board member Dr. Joanne Spetz, to share her insights on the nation's healthcare workforce landscape and how Futuro Health fits into efforts to meet the growing demand for allied health workers. “Part of the reason I agreed to be on the board is that Futuro Health is creating a model to really think about how to do allied health training at scale. What components of education can be delivered remotely or delivered on a convenient schedule for the learner, and what modules really require the in-person component,” says Spetz, director and presidential chair in healthcare financing at the Philip R. Lee Institute for Health Policy Studies at University of California, San Francisco where she also directs the Health Workforce Research Center on Long-Term Care. As for areas to focus on going forward, Spetz thinks Futuro Health has opportunities to help its graduates succeed once on the job through creation of peer support networks. “Can those workers continue to be connected to each other for their lifelong career development and all the other things that workers do together?” This reflective conversation with Futuro Health CEO Van Ton-Quinlivan also covers workforce challenges in long-term care, the tricky trade-offs healthcare employers face in hiring and retention, and why Futuro’s mission to create education journeys into allied health careers is so important.

We may soon face a future where AI Agents handle the bulk of low-skilled, entry-level work, forcing educators to figure out how to train people to start their careers in the middle of the ladder instead of on the first rung. That’s the conclusion our guest Matt Sigelman is drawing from research on AI conducted by the organization he heads, Burning Glass Institute, a leading labor market analytics firm. “I think there are questions here both for how AI helps people get into work, but also for whether people can move up within it,” he tells Futuro Health CEO Van Ton-Quinlivan. This challenge comes on top of deficiencies Burning Glass has identified in how high schools handle workforce training. “When you look at all the credentials students are earning in high school today, only about 18% are actually in demand and lead to high mobility jobs.” Those roles, which Sigelman calls “launchpad jobs” have helped two million workers in the US without degrees earn six figure salaries. Conversely, Burning Glass research shows if you pick the wrong type of job at the start of your career, it can lead to poverty by age forty. In his encore appearance on WorkforceRx, this pioneer in real-time labor market data shares other research on career mobility in the US and abroad, provides an update on the movement to increase skills-based hiring, and reveals what he thinks are the new “power skills” of the 21st century workforce. Don’t miss this wide-ranging and revealing conversation.

On this episode of WorkforceRx, we turn our attention to the challenges and opportunities of one of the fastest growing parts of the US workforce: mid-career and older employees. In fact, the percentage of people over sixty-five who are currently employed is nearly twice as high as it was in the 1990s. “The key driver of the growth we're seeing is an increase in financial insecurity for older adults. Nearly half of adults age fifty-five to sixty-six have no retirement savings,” says Anika Heavener, vice president of Innovation and Investments at The SCAN Foundation, an independent public charity focused on solutions to help adults age well. But, as Heavener explains to Futuro Health CEO Van Ton-Quinlivan, the financial imperative to keep working is bumping up against ageism in hiring, particularly a mistaken belief among hiring managers that older people are not well-suited to using new technologies like artificial intelligence. “Our research found that older workers have embraced AI, and they’re actively using it to enhance their work. Employers need to acknowledge and value those workers.” Tune in to this enlightening conversation to learn about other revealing research on the aging workforce and how workforce development programs can evolve to meet the needs of this important demographic, plus you’ll hear about the role of venture capital in fostering intergenerational working environments.

“I really think that everything from this last election to Brexit to the unrest around the country and the world shows that the old economic paradigm of trickle-down economics has left families broke and in debt and in need of a new paradigm,” says Natalie Foster, president of the Economic Security Project. The answer, as she lays out in her new book The Guarantee: Inside the Fight for America's Next Economy, is to provide individuals and families with the same sense of security that American businesses enjoy through a web of laws and institutions that provide the stability they need to be innovative and thrive.

As Foster tells Futuro Health CEO Van Ton-Quinlivan, she sees the new paradigm -- which would create an economic floor of guaranteed income, housing, healthcare, childcare and education -- as an evolution of American capitalism. “It’s an evolution that's needed if we are truly to tap into the genius that exists all over this country but is unevenly tapped now because opportunity in America is uneven.” Foster says pilot programs in various cities and states have proven the wisdom of the approach, and she’s expects those local innovations to continue during what will likely be a period of national inaction given the outcome of the November elections. Don’t miss this provocative conversation that includes discussion of extending income guarantees to those pursuing jobs in specific sectors with severe workforce shortages, and what federal policy during the pandemic taught us about the power of economic security.

One of one of the most significant attempts to spur economic growth and U.S. global competitiveness since the space race was made a few years ago through the CHIPS and Science Act, but many people in workforce development, economic development and higher education aren’t aware of the new opportunities flowing from it. Our guest on this episode of WorkforceRx, Shalin Jyotishi, launched the Future of Work and Innovation Economy Initiative at New America to help create that awareness and help localities prepare to take advantage of those opportunities. “We’re focused on building the capacity of higher education and workforce institutions to be better positioned to respond to economic development and industrial policy investments coming into their communities, especially around the innovation economy and emerging technologies,” he tells Futuro Health CEO Van Ton-Quinlivan. One key example is that the CHIPS Act expanded the mission of the National Science Foundation to include supporting the translation of research into technologies, companies and, ultimately, jobs with an eye on regional equity. “The objective here is to make sure that the entire country is able to come along for the ride and not just the traditional tech hotspots like Silicon Valley and Boston,” Jyotishi explains. Tune in to find out which states are early winners in this expansion of opportunity and what else has been set in motion in the attempt to align federal investment with tech innovation to renew the American middle class.

For those who can’t afford to leave their job to earn a degree, there’s a relatively new ‘learn and earn’ model that essentially turns a job into a degree program. It’s called the apprenticeship degree, and we’re going to learn all about it on today’s episode of WorkforceRx from Joe Ross, president of Reach University, which is dedicated to growing this approach. As Ross tells Futuro Health CEO Van Ton-Quinlivan, Reach’s first area of focus is K-12 schools where it can offer classroom aides, cafeteria workers and other staff without bachelor’s degrees a pathway to the teaching profession. A typical student might do online seminars twice per week in addition to working fulltime. Not only will this help with the teacher shortage, Ross says, it also increases diversity. “Paraeducators are much more likely to look like the students they serve in a given community than the teachers.” Find out how the programs are funded, how liberal arts courses can be integrated into the workplace experience and what models Reach is developing for the behavioral health sector as this innovation becomes more popular.

“The job is broken. Primary care is about relationships and building trust with patients, and knowing who they are as people. You can’t do that in a fifteen minute visit,” says Dr. Alan Glaseroff, a longtime family physician and health care delivery innovator affiliated with Stanford University. Add to that the need to do hours of administrative work on weeknights and weekends, and Glaseroff can understand why it’s hard to get medical students to choose primary care as a specialty. As he tells Futuro Health CEO Van Ton-Quinlivan, the answer starts with changing the model of care to restore the appeal of primary care as a career. On this episode of WorkforceRx, Glaseroff shares several innovations he helped develop at Stanford that revolved around empowering medical assistants to do more. “Our medical assistants had their own panels of patients. They stayed in touch with the patients between visits and they helped motivate them in activities that would make them more healthy.” Other structural changes allowed physicians to only intervene with patients when most needed, and ensured that everyone’s work was done by 5pm. The result was improved patient satisfaction, job satisfaction and quality of care. Tune in to learn about other innovations in the delivery system and payment system that might help address the chronic shortage of primary care physicians that is hampering efforts to improve health and healthcare.

Studies show that when it comes to getting people interested in any career, early exposure can make a significant impact on their ultimate choice. That helps explain why a program in Nebraska that’s aimed at cultivating interest in healthcare jobs begins in the third grade. As we learn in this episode of WorkforceRx, the Health Careers Pipeline Initiative is just one of several workforce development strategies being pursued by the Nebraska Hospital Association under the guidance of Dr. Stacey Ocander, the association's senior director of workforce and education initiatives. “You really have to start the excitement young. You have to be the people who establish the strongest relationship before something that may be negative in their life gets a hold of them,” says Ocander, a self-described creative disruptor. The program starts with exposing youngsters to thirty-two healthcare occupations and gradually winnows that number down to one or two as students discover their interests through summer camps and internships in middle school and high school. Ocander sees this sustained contact as critical. “My goal is by the time they're a senior, our hospitals are engaged to help them pay for that first two years of college to get them to that first license.” Join Futuro Health CEO Van Ton-Quinlivan for an encouraging exploration of innovative partnerships between hospitals and educators and the benefits of doing ‘business as unusual.’