For Health Plans, Next-gen Workers May be Just as Critical as Next-gen Technology | Deloitte US has been saved
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Many health plans are investing in next-generation technologies, but they might not yet have a strategy for building a next-generation workforce. The nature of work in changing in health and in all industries. This is being driven by automation and technology as well as increased consumerism, generational shifts, and open talent models. We expect the future of work will impact every health plan employee.
The Deloitte Center for Health Solutions recently surveyed more than 100 chief operating officers and chief administrative officers from health systems and health plans. While 65 percent of respondents said they have a strategic plan and a vision for their workforce of the future, only 20 percent are making investments in talent models—either by implementing new recruiting strategies, sourcing new talent, deploying new staffing models or developing the skills of existing workers to meet future needs.
Doing nothing is not an option. Along with investing in emerging technology, health plan leaders can benefit from reimagining the way work gets done and the type of workers they will need to ensure success in the years ahead.
The workforce of the future is the foundation for Deloitte’s vision for health in 2040. Many of the jobs that humans now perform within a health plan will be enhanced by next-generation technologies including robotic process automation (RPA) and artificial intelligence (AI). To get the most value from these technologies, health plan workers should possess a wide range of skills that include statistical reasoning and data visualization. At the same time, health plan leaders should ensure the human connection is enhanced by technology, rather than replaced by it. Social-emotional and innately human skills should continue to be an essential part of health care 20 years from now. The workforce of the future, like the workforce of today, should possess emotional maturity, empathy, interpersonal skills, and verbal and nonverbal communication.
Five strategies for building a workforce of the future
Few health plans have started to reinvent their workforces in anticipation of the future of health. As this future unfolds, here are five things health plan executives should consider:
Health plan leaders who sit back and wait for the future of health to unfold might realize too late that their workers lack important digital skills, or that they can’t easily recruit the skills they need. Most leaders are under such pressure to achieve today’s goals that they might only be able to look ahead two or three years, rather than 10 or 20.
While moving to a digital platform will likely be important as health plans embark on the future of health, we see it as just once piece of the puzzle. To get the most out of today’s technology investments, health plans should determine the skills that will be needed tomorrow as the future of work begins to intersect with the future of health.