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In order
to address the nursing and allied health shortage, the Maryland Hospital
Association created a scholarship program to attract students to Maryland
health care careers. Since receiving a grant from BD Diagnostics in 2002, MHA
has awarded at least ten $2,500 scholarships each year—84 scholarships
total. (Fall
2007)
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The
Baltimore Alliance for Careers in Healthcare (BACH), a nonprofit work force
development consortium that includes seven local hospitals, has chosen an
institution, the Maryland Center for Arts and Technology, a North Howard Street
training center already geared toward serving Baltimore’s unemployed or
underemployed, with which to partner in its effort to train unemployed workers
for health industry jobs. Through a 12-week bridge program, which began April
10, 2006, BACH intends to enhance the basic skills of workers with low level
reading and math abilities, helping them bridge the gap to new careers. In
turn, the hospitals hope to get more skilled workers for their hard-to-fill
positions. (Spring
2006)
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Crafting a single recruitment
message through roundtable discussion among a broad spectrum of county
providers is already producing results, says Chris Stephanides, Civista CEO.
She predicts that identifying a “health care hero” will strengthen
the effort. (July 2003)
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With the
beginning of the school year comes a challenge for both hospitals and those
employees who have children in elementary school: parents’ difficulty in
finding alternative child care when schools unexpectedly close for weather
emergencies often translates into difficulty in staffing hospitals. Doctors
Community Hospital in Prince George’s County has, however, found the
answer — or rather, created an answer. (September 2003)
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Brooks
McBurney and his human resources colleagues at Hagerstown’s Washington
County Hospital have come up with a creative answer to a basic complaint of
part-time hospital employees: If part-timers work more hours than they’re
scheduled for — which health care facilities often need them to do —
there may not be much of a reward in it for them. (September 2003)
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For two
and a half years, the Anne Arundel Medical Center has offered a
“shared” benefit to its Latino employees:the Medical Center
underwrites instruction costs and allows the employees to take the last half
hour of their work day twice a week to attend on-site “English as a Second
Language” (ESOL) classes. (September
2003)
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As vice
president for operations and Nuclear Medicine supervisor respectively, Bryan
Fick and Pat Novak knew they were faced with two big workforce challenges last
year as Mercy Medical Center acquired PET scanner technology to enhance its
diagnostic capabilities. The first was finding scarce PET-trained technologists
to perform and analyze the scans. The second was keeping current staff from
leaving during the stressful period when, beyond building a suite for the
scanner, the entire department was renovated. (November 2003)
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