Crystal Anderson is the People Operations Business Partner at Health Catalyst. She graduated with a Bachelors in Management with an emphasis in Organizational Behavior and Human Resources from Brigham Young University in April 2017.
As organizations confront a post-COVID-19 world, leaders must balance pandemic-driven practices and environments with team member eagerness to and uncertainty towards returning to business as usual.
Even though ongoing fear and stress are inevitable, leaders and managers can use a positive workplace culture to support employees, engage their teams, and foster productivity.
Safe, reliable access to health and wellness, remote mental health resources, and consistent communications will help organizations establish and maintain a positive culture that remains a steadfast source of support as the healthcare industry navigates the next phases of COVID-19.
From hospitals and clinics to data warehousing companies, overcoming implicit biases with the help of up-to-date data can improve patient care and team member equity. Allina Health and Health Catalyst used data to discover that implicit biases existed within their companies.
At Allina Health, these implicit biases proved to be a barrier to patient care. They negatively impacted patient access to important resources like hospice care. At Health Catalyst, the leadership team realized there was a lack of women in leadership positions and a general lack of diversity in the technology sector.
Leadership teams at both organizations invested in creating implicit bias trainings to equip team members with tools to overcome their biases.
With no known end to the COVID-19 social distancing directives, many healthcare organizations are shifting some team members to remote work arrangements.
Clinicians offering telehealth services, case managers, as well as administrative, financial, and IT teams and others contributing away from the frontlines of care are candidates to work from home while continuing to support their organization’s operations.
Though a shift in normal processes, research has shown that remote workers can be as or more productive as they are in the office setting and often report high levels of job satisfaction. Following best practices for remote-first work will help team members, managers, and organizations transition to and thrive in a distributed setting.