Workforce Optimization: From Transactional Response to Strategic Imperative

As workforce shortages persist and staffing challenges intensify, health system leaders are increasingly called to adopt long-term strategies that address both operational demands and evolving clinician expectations. Labor costs remain the single largest line item on a hospital’s balance sheet, while burnout, turnover and shifting workforce dynamics put pressure on quality, access and continuity of care. In this environment, workforce optimization is no longer optional—it’s essential.

This session will provide a data-driven, strategic look at how health systems can modernize their approach to workforce planning. Drawing on the latest national benchmarks, real-world examples and executive insights, a panel of healthcare leaders will examine the interconnected goals of reducing cost, improving care quality, supporting clinician well-being and expanding access to care. Participants will gain a clear view of the risks posed by outdated staffing models and the opportunities unlocked by modern strategies.

Panelists will share how leading organizations are leveraging advanced analytics, technology platforms and strategic partnerships to deploy talent more effectively. Topics will include designing flexible care teams, blending locum and FTE roles, embracing virtual care and nontraditional sites of service, and integrating technology to streamline recruiting, credentialing and workforce management. The role of intelligent workforce optimization models will also be discussed, highlighting how these programs can help standardize processes, enhance transparency and ensure a more agile, cost-effective staffing approach.

Beyond short-term fixes, this session will challenge leaders to rethink the fundamental value proposition offered to today’s workforce. Clinicians increasingly expect schedule flexibility, mission alignment and data-informed decisions. Health systems that can meet these expectations—and operationalize workforce strategies that align with financial, clinical and operational priorities—will be best positioned for long-term success.