Articles of Interest
NATHO is a non-profit association of travel healthcare organizations, founded in 2008 to promote ethical business practices in the travel healthcare industry, setting the gold standard for professional conduct of member travel healthcare agencies on behalf of candidates and clients.
As our partner healthcare systems seek assistance with staffing the COVID-19 crisis and our nation’s clinicians rise to the challenge, NATHO would like to share our commitments as outlined in our Code of Ethics:
Relationships with healthcare system clients and potential clients:
Relationships with healthcare candidates and potential candidates:
As our industry unites to meet this moment, you may rely on your NATHO partners to conduct business in an ethical and honorable manner. Please feel free to contact us with questions or concerns at (646) 350-4083 or by email at info@NATHO.org.
On behalf of our membership, we express our gratitude to all of the doctors, nurses, allied clinicians and healthcare system staff members that are working tirelessly to save patients and guard our health. Thank you.
National Association of Travel Healthcare Organizations
AMN Healthcare incorporates cultural competence into the fabric of our clinician onboarding, orientation and continuous learning model. AMN promotes and supports diversity and inclusion regardless of race, ethnicity, religion, gender, socioeconomic status, sexual orientation or disability. We seek to achieve these goals through collaboration with clinicians and healthcare organizations to gain knowledge and understanding of the social, cultural, and historical experiences of the communities that AMN serves, and to build a network of AMN clinicians that meets the community's cultural and linguistic needs.
Cultural competence embraces the following:
The Office of the U.S. Surgeon General (2011) and the Institute of Medicine (2004) say that cultural competency training for clinicians can reduce health disparities for racial and ethnic populations. According to the U.S. Census Bureau, racial and ethnic groups other than white currently make up about one third of the U.S. population. As the U.S. population becomes increasingly diverse, we know that improved communication between healthcare workers and patients is needed to reduce health disparities and produce higher levels of satisfaction with the U.S. healthcare system. The American Nurses Association (ANA) recognizes that impartiality begins at the level of the healthcare provider and should occur within every healthcare organization. All providers must recognize the potential impact of unconscious bias and practices contributing to discrimination, and actively seek opportunities to promote inclusion of all people in the provision of quality healthcare while eradicating health disparities.
AMN Healthcare is committed to providing culturally competent healthcare professionals to our clients. We are committed to fostering and maintaining a diverse team that reflects the communities we serve. Our diversity and inclusion philosophy is grounded in the affirmation that we respect all voices. AMN Healthcare team members acknowledge that we are best able to deliver safe and competent care when we embrace the diverse backgrounds, experiences, and perspectives of every person encountered.
For more than three decades, AMN has provided resources and education, while encouraging clinicians, providers and leaders to engage positively in cross-cultural interactions. We collaborate with our partners to utilize resources that help all team members and clinicians recognize and reduce personal and institutional bias in healthcare.
Click here to see this article with references and further resources on cultural competence.
Job Order Index (July 2018-April 2019)
Staffing Industry Analysts’ 2019 Healthcare Staffing Summit will be November 6-8, at Red Rock Resort in Las Vegas, Nevada. This year marks the Summit’s 17th year of laser-focused content and presentations exclusively designed for healthcare staffing firm leaders from throughout the United States.
The agenda has yet to be announced, but the best rates are available now and Healthcare Staffing Summit is always comprised of powerhouse speakers and presenters.
Additionally, NATHO typically hosts an annual member meetup of some fashion at Healthcare Staffing Summit, so stay posted for potentially forthcoming details.
Click here to learn more about the 2019 Healthcare Staffing Summit, or to register today.
We hope to see you in Vegas!
Leadership styles that worked for Baby Boomers may not work for Millennials, and that includes on the nursing unit. A servant-leader model is much better suited to Millennial workers than authoritarian leadership models of the past.
Now constituting 35% of U.S. workers, Millennials represent the largest generational segment in the American labor force, and their percentage is expected to grow over the next decade.
In addition to their sheer numbers, Millennials bring their own unique attitudes on such factors as leadership, work environment, and organizational culture. Because the growth of Millennial nurses coincides with unprecedented demand for and shortages of nurses, workplace leadership preferences and effective management of Millennials take on magnified importance.
Survey of Millennial Nurses
A report from AMN Healthcare, Survey of Millennial Nurses: A Dynamic Influence on the Profession, showed that Millennial nurses display greater interest in and expectations of clinical leadership compared with their generational peers. They also showed greater confidence in their leaders and in their leaders support for them.
The data strongly support what human resources experts have expressed concerning Millennial workers as a whole: traditional models of leadership might not be effective for them.
An article based on that survey, “Break From the Past: Survey Suggests Modern Leadership Styles Needed for Millennial Nurses,” published in the April 2019 edition of Nurse Leader journal, suggests that servant-leader model of leadership may be more suited to clinical management of Millennial nurses.
Generational Change in Leadership Models
The Millennial generation of nurses wants to be inspired and to have meaningful input into decision-making on organizational management and patient care. They want more collaboration, a values-based culture, greater autonomy, and even more authority. They want leaders who care about them and their careers, leaders who they can trust and who are very effective in their leadership.
The command-and-control model of leadership, which was prevalent during most of the careers of Baby Boomers and even Gen Xers, may be inappropriate for managing Millennials. Stereotypes about Millennial workers, such as that they are too demanding and prone to disloyalty, may arise from attitudes engendered by command-and-control leadership models, where respect is required rather than engaged. Negative perceptions about Millennial work habits may simply be the view from those accustomed to authoritarian leadership models.
The servant-leader model is focused on putting employees first, empowering them, helping them grow and succeed, behaving ethically, and thereby creating value for the organization. Unlike authoritative leadership styles, the servant-leader does not dictate terms but rather demonstrates behavior and promotes learning from a person’s own experience.
LINK TO FULL TEXT OF “BREAK FROM THE PAST”
Job Order Index (April 2018-December 2018)
It’s a new year, and with that we’d like to welcome our new NATHO Board of Directors members and recognize several new NATHO members.
First, we’d like to thank Craig Meier of Medical Solutions, whose role was Past President, and Bill Tracewell of The Delta Companies, whose role was Director, for their service. Both Meier and Anholt have rolled off the board going into 2019.
In their absence, Holly Bass of PPR and Ryan Anholt of The Delta Companies have stepped in to join the NATHO Board, both in a Director role.
Here is the complete 2019 NATHO Board of Directors roster:
Abigail Tremble of Randstad Healthcare, President
Wendi Dusseault of Cross Country, Past President
Ryan Anholt of The Delta Companies, Director
Holly Bass of PPR, Director
Kim Windsor of Fastaff, Director
Pamela Oliver of Trustaff, Director
Bobbi Henson of Jackson Healthcare, Director
Lynne Gross of RNnetwork, Director
Mark Siegel of Emerald Health Services, Director
Caroline Araya of AMN Healthcare, Director
Gene Scott of Travel Nurse Across America, Director
We also wanted to welcome some recently approved new NATHO members:
Approved in December 2018:
Approved in September 2018:
Horizon Management, LLC
Approved in July 2018:
Dedicated Nursing Associates
Approved in May 2018:
Whether you’re a new member or a Board member, thank you for your commitment to NATHO! If you’re interested in joining NATHO, click here to learn more.
Image from NCSBN
Whether you’re in Maine or Hawaii, Florida or Alaska, all people deserve the same high-quality healthcare. So, shouldn’t the quality standards for the physicians, nurses and other healthcare professionals — who provide patient care — be the same no matter where you live?
A movement is slowly progressing for healthcare professionals to be licensed in multiple states through a single, simplified process. Nursing is way ahead of other professions in interstate licensure. If you qualify for the Nurse Licensure Compact, you can practice in all 31 compact states. It’s the only true multistate license.
The physician compact includes 24 states so far. However, under the medical licensure compact, applicants must apply separately for multistate privileges and pay for individual licenses in each state.
For physical therapists and physical therapist assistants, if you meet all the requirements in a compact state, you can purchase compact privileges in other compact states. So far, only six states accept compact privileges, but more than a dozen other states have enacted.
A model for an interstate Advanced Practice Nurse Compact recently began and will be implemented when ten states have enacted legislation. For all other healthcare professions, licensure is strictly state by state.
While progressing slowly, the interstate compacts could eventually lead to nationwide licensure instead of state-by-state. While the path to that goal will still take years, there is growing recognition that national licensure would be a big improvement for patients, patient care facilities and healthcare professionals themselves.
There’s no evidence that healthcare professionals in one state are better or worse than in other states. Yet, in most parts of the country, healthcare professionals who can commute to several states in an hour or two must have separate licenses to work in each state. For example, if you live anywhere in the New York metropolitan area, you must have separate licenses to practice in Connecticut, New York, New Jersey or Pennsylvania, even though you could commute to those states to pick up shifts or take patients in an hour or two — or much less time.
The national licensure movement should gain steam as more states join interstate compacts. Greater flexibility for clinicians and providers, improved patient access to care, and reduction in costs and redundancy could be strong arguments in state legislatures considering licensure compact legislation. State lines would no longer block telemedicine. Underserved areas in rural and urban areas would be able to draw upon more healthcare professionals. As more and more states join in, national licensure could become inevitable.
National licensure is a popular concept. A 2017 survey of registered nurses by AMN Healthcare found that 68% supported national licensing instead of state-by-state, and among Millennial nurses, 77% supported it. Instead, resistance to this change is probably just the inertia of bureaucracy. Plus, passing state-by-state legislation on anything is a cumbersome process.
In the conversation about the evolution of healthcare in the United States, and particularly the movement to value-based care, interstate compacts -- and eventually national licensure for all healthcare professionals — should be an important factor. It’s win-win for all involved — especially the patient.
Healthcare employment surpassed the 16 million mark in 2018, making it the largest and fastest-growing industry in the US economy. Preliminary data from the US Bureau of Labor Statistics set the 12-month total at 16.2 million. Meanwhile, healthcare jobs grew at a record-setting pace in December, topping 50,000.
Powerful job growth for healthcare professionals and support staff continues despite more than two years of uncertainty over healthcare policy. This confirms that robust demand for healthcare services and workers is being driven by long-range, sustained forces that include the aging of the US population, rising retirements among Baby-Boomer healthcare workers, and overall job growth.
Other BLS data showing that healthcare job openings are approximately twice as high as job hires further demonstrate the robust demand for healthcare workers – and for the patient care services they provide.
According to BLS data, healthcare jobs increased by more than 50,000 in December, the biggest single-month increase since the Current Employment Statistics survey began in 1990. Total healthcare job growth for 2018 stands at 346,000, according to preliminary data. Healthcare job growth dipped significantly during the recession, but then quickly resumed its robust growth.
Total healthcare jobs reached 16.2 million in December. Of those, 7.6 million are in ambulatory care and 5.2 million are in hospitals. Ambulatory care employment grew by nearly 220,000 jobs in 2018, while hospital employment grew by 108,000 jobs.
Some industry analysts had predicted that once sign-ups for Obamacare leveled off, healthcare employment would slow down in 2018. Others even predicted that hospital job growth would go negative. Such predictions were not correct.
While debate over healthcare policy captures the public attention, the aging of our population and the retirement wave are much stronger forces. It’s now clear that no matter what happens in Congress regarding healthcare policy, the growing need of the American people for more healthcare services will continue for many years to come.
Finding and hiring clinical and medical staff and leadership is becoming an increasingly sophisticated process in today’s healthcare industry. Healthcare organizations need to be prepared to compete for talent in a super-heated jobs market that shows no signs of cooling off.
Staffing Industry Analysts released a September 2018 forecast that projected 3% growth in the U.S. temporary staffing market for both 2018 and 2019.
One of the forecasts key findings says: “One headwind to temporary staffing market growth has been a scarcity of labor supply. Consequently, we are at last starting to see broadly (but not universally) reported signs of bill rate increases. Further bill rate increases could support revenue growth and help offset any declines in volume due to labor scarcity.”
SIA also breaks down its forecast into key staffing segments in a members-only report, noting that performance varies by occupational segment and location. The full report includes helpful graphs and summaries that can assist you and your team in making the most strategic moves for your company in the coming years.
Click here to learn more — SIA members can also download the full report at this location.
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