Soothe ‘great resignation’ squeeze on staff with a supportive workplace

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Note:  The following article synopsis was NOT provided by HCPro. It was created by Find-A-Code/innoviHealth.

Article Overview

This article discusses the staffing pressures affecting health care and physician practices during the “great resignation,” including turnover trends, burnout, recruiting difficulties, and labor-market concerns. It is aimed at practice owners, managers, and health care leaders who want to understand why retention is getting harder and what broad workplace approaches may help support employees.

Why This Topic Matters

Staff turnover can increase recruiting costs, disrupt operations, and worsen burnout across a practice. The article helps health care employers think about retention, morale, flexibility, and communication as practical business concerns.

Article Sections

  1. Workforce turnover trends in health care

    This section summarizes recent labor-market movement and how it is affecting health care employment broadly. It also places physician practice staffing levels in context.

  2. A long resignation?

    This section gathers perspectives from health care and employment experts on why staffing pressure may persist. It focuses on turnover, burnout, and recruiting challenges.

  3. No end in sight

    This section discusses how labor shortages may influence business planning, staffing costs, and operational considerations for health care organizations. It also notes especially high churn in support-heavy settings.

  4. 4 ways to support employees

    This section outlines broad workplace-management approaches for improving employee support and retention. It emphasizes communication, flexibility, recognition, and problem-solving.

What You Will Learn

  • How current workforce trends are affecting health care staffing
  • Why burnout and turnover are becoming major concerns for practices
  • What broad retention themes employers are being encouraged to consider
  • How labor pressures may influence planning for health care organizations

Who Should Read This

  • Physician practice owners
  • Practice managers
  • Health care administrators
  • Human resources professionals
  • Medical group leaders

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