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Healthcare management and hospital administration continue to grow to meet the demands of these fields.
With an estimated need for 2.4 million new healthcare workers of all types through 2026, according to the U.S. Bureau of Labor Statistics (BLS) the need for managers and administrators across the healthcare spectrum is growing, as well. But the fields of healthcare management and hospital administration aren’t just limited to those with clinical experience.
“Healthcare is a business; not everyone sees it that way, but it is,” says Anitra Galmore, MS, BSN, RNC-ESM, vice president of nursing/chief nursing officer for two SSM Health hospitals in the Greater St. Louis area.
“Healthcare requires a diverse workgroup with different skill sets, technologies, innovation and creativity…it’s not always about the clinical ability. Young professionals may not be thinking healthcare because they are not a clinician, but this is a great industry for them.”
Thinking about a career in healthcare management and administration? Five professionals from both clinical and non-clinical backgrounds share how to succeed in these fast-growing fields.
Galmore Covers ‘Full Range’ of Nursing for Two SSM Health Hospitals in Missouri
Anitra Galmore, MS, BSN, RNC-ESM, covers a lot of ground. As the vice president of nursing/chief nursing officer at SSM Health St. Joseph Hospital in St. Charles, MO and St. Joseph Hospital in Wentzville, MO, Galmore oversees nursing services at both facilities, as well as three outpatient centers.
In her role she has many responsibilities, including nursing supervision and management, the design and implementation of patient care delivery models, recommending strategies to improve care and making sure goals are achieved and outcomes sustained.
“What I do covers the full range of nursing,” she indicates.
Galmore hails from a long line of clinicians and was introduced to SSM Health by her mother, who earned her doctorate in nursing and worked with the organization for 30 years.
“I’ve known since I was a little girl that I would go into healthcare and, especially, be a nurse,” she says. “I was always impressed by the ability [nurses] have to impact and change lives.”
And now in a leadership role, Galmore has parlayed that ability to impact patients into advocating for the underserved, and pushing for greater access and education.
“I've always asked myself, ‘Why can't we do more in how we advocate for patients?’” she says. “In this role I have the opportunity to work with physicians and multidisciplinary teams to effect greater change.”
Galmore has served as chief nursing officer for four and a half years. She’s also been with SSM for more than 25 years. She loves working for an organization that puts patients first.
“My personal goals and values align with the organization, which is what has kept me here so long,” Galmore says. “SSM truly focuses on patient-centered decision-making, which is of extreme importance to me.”
To achieve success in the healthcare field, Galmore recommends getting a mentor, a trusted advisor who has experience in the area you’re pursuing. Plus, seek opportunities to connect with others as part of a professional organization.
“There are many professional organizations that will help you build new relationships and expand your network,” says Galmore. “Anytime you can align yourself with these types of groups, it’s a great opportunity to branch out and introduce yourself to new audiences.”
She also reminds young professionals that the healthcare field is open to anyone, not just those with clinical experience.
Find available opportunities with SSM Health at jobs.ssmhealthcareers.com. Connect on Facebook, Twitter, LinkedIn, YouTube, Instagram and Glassdoor.
Wilkerson-Uddyback Turns Experience into Leadership for Detroit Medical Center
By being flexible and open-minded, Dr. Patricia Wilkerson-Uddyback leveraged her medical experience and “street cred” into a leadership role with Detroit (MI) Medical Center.
Wilkerson-Uddyback is the chief medical officer for Detroit Medical Center’s Harper-Hutzel Hospital and Detroit Receiving Hospital. The largest two institutions within the medical group, the facilities are close together, just a block apart, but very different: Detroit Receiving is a Level 1 trauma center and Harper-Hutzel is a tertiary care facility that handles specialty and complex care.
In her role Wilkerson-Uddyback oversees the hospital’s medical staff, quality and safety initiatives, and does some business development. For instance, she’s recently been working on a process improvement project to address readmissions.
Wilkerson-Uddyback had wanted to be a physician since she was five years old. With a combined specialty in pediatrics and emergency medicine, she had all intentions of only being a physician, working in emergency medicine, and didn’t see in any other role. But life, she notes, doesn’t always go exactly as planned.
“You have to be open to the possibility of change to function at a more global level,” explains Wilkerson-Uddyback. “You don’t want to be so rigid you can’t detour. I never imagined being a hospital administrator, but you have to be open-minded and flexible. You never know where you’ll be led or asked to lead. When opportunities come along, you have to grab them.”
Along those lines, Wilkerson-Uddyback advises young professionals seeking leadership positions to be honest with themselves: “Really dig deep to understand who you are, what makes you tick. Someone told me a long time ago that leaders are not born, but developed, and you have to spend time cultivating your leadership skills.”
In addition, it’s okay if you want to pursue leadership roles, even if you don’t feel completely prepared.
“Women in particular are hesitant to take on leadership roles because they don’t have all the skill sets and qualities they think they need for that particular role,” she says “But go for it. If you work hard and ask for help, then you’ll be able to figure it out along the way.”
For Wilkerson-Uddyback, her background and exposure to all specialties as an emergency medicine physician allowed her to easily step into her role as chief medical officer.
“I practiced a good 15, 16 years before I became an administrator, which gave me a lot of street credit. Trying to navigate a medical staff as large and diverse as ours, you need that experience,” she notes.
On the topic of staff, it is the people of Detroit Medical Center who help make work enjoyable for Wilkerson-Uddyback. “They are all committed to this community and institution, and [to] serving those who come here, regardless [of] ability to pay, station in life. They have a lot of compassion for people serve.”
She’s also proud of the organization’s commitment to diversity: “One of the best things is that we are very diverse at all layers in our organization, both in terms of race and gender. The more we embrace those differences and diversity, the more we have a workforce that reflects the community we serve. Some institutions don’t always look at this.”
Find your next career opportunity with Detroit Medical Center at dmc.org/careers. Connect on Facebook, Twitter, YouTube and Flickr.
Morgan Keeps Patient Care Top of Mind with Premise Health’s EHR Implementation
Darnell S. Morgan, DNP, MSN, MHA, BSN, RN, RN-BC, brings his bedside experience to the information technology side of healthcare as the clinical applications analyst for Premise Health.
Working in conjunction with a team of analysts, developers and administrators, Morgan is responsible for the overall end-to-end implementation, support, maintenance and success of the organization’s electronic health record (EHR) systems.
“As a nurse on the team, I am an influencer as I have direct patient care experience,” says Morgan. “This is integral, especially in the research and development process. I can leverage my experience from prior roles - scrubbing in to surgical cases, as well as rounding with staff nurses - to ensure the design and build directly reflects their workflow when it comes to patient care. Having a nurse embedded with a team of non-medical professionals is helpful in the EHR implementation process.”
Headquartered in Nashville, TN, Premise Health is a leading employer-sponsored health center and wellness provider dedicated to improving the cost and quality of employer healthcare.
While he always had a love for computers, Morgan felt the industry was oversaturated during college. But after becoming a nurse, he began training new nurses on the systems used in a hospital environment.
“I fell in love with this newly found extension of the healthcare team and decided to take it as far as I could,” he explains about his move to healthcare IT.
With the company for six months, Morgan was drawn to Premise Health for its industry-leading reputation, focused on patient care and clinical quality.
“Premise Health has the ability to provide clients with the absolute best, including cutting-edge technology, board-certified providers and continuing education programs,” he says.
He also appreciates the organization’s mission and values, which allow him to be part of the overall delivery of healthcare. “To say, ‘I am Premise’ means no matter the role, we are all a part of the bigger picture.”
For those seeking to maximize their potential in the field, Morgan recommends researching your company of choice and ensuring your skill set is well-suited for the position.”
And specific to the constantly changing digital field, he recommends gaining additional certifications.
“As always, education is key, but in this digital age of ever-changing concepts, certifications will get you into your career faster as there are continuing education units you must achieve to remain certified. Degrees do not require re-certification.”
To find career opportunities with Premise Health, visit jobs.premisehealth.com. Connect on Facebook, Twitter, LinkedIn, Google+ and Glassdoor.
Gardner Impacts Lives via Communication for CentraCare Health
Anthony Gardner keeps communication at the fore for Minnesota’s CentraCare Health.
As vice president of marketing and communications, Gardner is responsible for marketing and communications for CentraCare Health, a seven-hospital health system based in Saint Cloud, MN. He oversees internal and external communications, brand management, crisis management, advertising, media relations, public relations, digital and social media, and market research.
“It’s hard to find a more meaningful and dynamic career than healthcare marketing,” he says.
“It impacts lives in the most intimate way, precisely at moments when people need someone the most. I also enjoy being able to use both sides of my brain. I enjoy delving into the analytical part of marketing and also coming up with creative approaches to solving strategic problems.”
A great example of this was a recent project Gardner executed as CentraCare Health merged with a community hospital and physician practice.
“I was responsible for leading the internal and external communications effort to ensure employees and community members understood the value of the newly formed entity,” he says. “On this same project, I was also responsible for leading the team that created and rolled out a new brand for the subsidiary organization.”
With CentraCare Health for two and a half years, Gardner was drawn to the organization for its clear and demonstrated commitment to serving the people of Central Minnesota and delivering high-quality care; in doing so, CentraCare is the only hospital in Minnesota to have been designated a Truven Analytics 100 Top Hospital distinction 11 times.
“In short, I saw this as an opportunity to be a part of a leading healthcare organization,” he says, adding, “We share a genuine and passionate desire to provide the 750,000 people we serve with a quality of healthcare that is unsurpassed anywhere in the country. We are united around that singular purpose.”
For young professionals seeking to position themselves to succeed in this field, Gardner recommends developing analytical skills, sharpening one’s writing skills and becoming comfortable with working collaboratively with other people. He also notes that while all executives in this field hold a bachelor’s degree, most hold a graduate degree, as well; Gardener himself has an MBA from the University of Chicago.
And there’s no better time to pursue a career in the field of healthcare, as it continues to grow, driven largely by our aging population.
“Because healthcare executives are becoming savvier about the need to connect with customers when, how and where they want to be reached,” says Gardner, “executives increasingly see the strategic importance of marketing and communications expertise. The future is bright for the field.”
To find your next career opportunity with CentraCare Health, visit centracare.com/employment. Connect on Facebook, Twitter, YouTube, Pinterest and LinkedIn.
Dowling Keeps Internal Customers Informed at Molina Healthcare
Brandon Dowling helps to keep Molina Healthcare employees in the know.
As the company’s director of internal communications, Dowling leads the development and implementation of a variety of corporate communications and employee engagement initiatives, “all with the express goal of keeping Molina’s 15,000-person workforce informed, motivated and connected to our company’s mission statement and strategic goals.”
With a long-held passion for bringing people together and telling stories, communications was a natural fit for Dowling.
However, communications, especially in a field as dynamic and growing as healthcare, he adds, seemed like a logical career choice where he could affect change while also doing the things he loved.
“The nature of corporate communications means that many issues will come at you fast - you have to be able to diagnose the problem, evaluate options and decide a course of action in limited time while keeping in mind all of the stakeholders that your decision will affect,” says the communications professional.
Dowling was most impressed with Molina’s mission-focused service model and the progressive workplace environment that the company had built.
“Molina is a great place to work because it’s a company that was founded on a noble mission to provide quality healthcare services to those who need it most. That same philosophy echoes throughout the company’s thinking and is evident on the faces and voices of its employees,” he underscores.
As for career advice, Dowling boils it down to just four words: don’t just show up.
“This seemingly simple, four-word statement is the most impactful piece of career advice I have received. When other employees - or job candidates - simply show up and do what is requested or assigned, it’s an opportunity for you to excel and show your true value.”
For communications professionals seeking opportunities in the healthcare field, Dowling says it’s important to know the background of this dynamic, constantly changing, heavily regulated industry that’s tied as much to the actions observed in Washington, DC as to the personal health decisions being made in the home.
“Having an appreciation and understanding of that balance is key,” says Dowling.
Find available career opportunities with Molina Healthcare at molinahealthcare.com/careers. Connect on Facebook, Twitter, LinkedIn, YouTube and Google+.
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Growing Healthcare Demand Due to Aging Population
Prior data from the U.S. Bureau of Labor Statistics (BLS) revealed the healthcare sector was expected to add 2.3 million jobs through 2024. The latest BLS data now reveals employment of healthcare occupations is projected to grow 18 percent through 2026, much faster than the average for all occupations, adding about 2.4 million new jobs.
In fact, says BLS, healthcare occupations are projected to add more jobs than any of the other occupational groups. This projected growth is mainly due to an aging population, leading to greater demand for healthcare services.
The median annual wage for healthcare practitioners and technical occupations (such as registered nurses, physicians and surgeons, and dental hygienists) was $63,420 in May 2016, which was higher than the median annual wage for all occupations in the economy of $37,040.
Healthcare support occupations (such as home health aides, occupational therapy assistants and medical transcriptionists) had a median annual wage of $27,910 in May 2016, lower than the median annual wage for all occupations in the economy.
Source: U.S. Bureau of Labor Statistics (BLS)
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