Health care organizations continue to be plagued by labor shortage issues. Further complicating the already existing workforce challenges is an aging population poised to retire en masse within the next few years. With fewer cohorts in the age group of 25 to 44 years (Vital Speeches Day. 2004:71:23-27), a more mobile workforce (Grow Your Own Leaders: How to Identify, Develop, and Retain Leadership Talent, 2002), and an overall reduction in the number of individuals seeking employment in the health care field (J Healthc Manag. 2003:48:6-11), the industry could be faced with an unmanageable number of vacant positions throughout the organization. Bracing for the potential impact of these issues is crucial to the ongoing business continuity of health care organization. Many health care organizations have embraced succession planning to combat the potential labor famine. However, the health care industry as a whole seems to lag behind other industries in terms of succession planning efforts (Healthc Financ Manage. 2005;59:64-67). This article seeks to provide health care managers with a framework for improving the systematic preparation of the next generation of managers by analyzing the succession planning process. The proposition of these models is to initiate and simplify the gap reduction between theoretical concepts and future organizational application.

This white paper recommends the standardization (content and presentation order) of several "key components" of the radiation therapy prescription to facilitate accurate communication between radiation therapy care providers. The rationale, other similar efforts, and detailed considerations are described. In brief, the Task Force recommends that the prescription's "elements" include: treatment site, method of delivery, dose per fraction, total number of fractions, total dose (eg, right breast, tangent photons, 267 cGy * 16 = 4272 cGy). A similar formalism is recommended for brachytherapy (eg, cervix, Ir-192 brachytherapy, 600cGy * 5 = 3000 cGy) and other modalities. The white paper also considers future directions for other items such as the simulation order, treatment planning objectives, prescription point or volume, treatment schedule, localization imaging, laboratory monitoring, concurrent chemotherapy, patient instructions for treatment, etc. The intent of this white paper is to facilitate accurate communication among providers to support safe practice as well as to guide vendors in product development that is consistent with this standard prescription.

Over the last few years, most health care facilities have become intensely aware of the need to increase patient satisfaction. However, with today's more consumer-driven market, this can be a daunting task for even the most experienced health care manager. Recent studies indicate that focusing on employee satisfaction and subsequent employee retention may be strong catalysts to patient satisfaction. This study offers a review of how employee satisfaction and retention correlate with patient satisfaction and also examines the current ways health care organizations are focusing on employee satisfaction and retention.

A mini-study was conducted to collect self-reported employee turnover rates in U.S.hospitals. The results indicate many hospitals are struggling with high employee turnover rates.Wide-spread variances in ratings were observed across hospitals which may be due to lack of consistency in how they each calculate their employee turnover. This makes benchmarking for the purposes of performance improvement challenging.

There is an increasing demand for sonographer credentials and facility accreditation associated with federal reimbursement of sonography examinations. Therefore, a national survey was conducted to identify the education/ certification status of sonographers currently performing studies that receive federal reimbursement. The survey, addressed to sonography administrators, also investigated the sonography laboratory accreditation status. Results indicated that approximately 12% of the sonographers were reported to have no sonography-specific credentials. The primary age range of this group was 25 to 34 years, and 64% were graduates of a two-year (minimum) allied health education program other than sonography. Forty-two percent indicated their sonography lab was not accredited. Should the Centers for Medicare and Medicaid Services (CMS) require facility accreditation, there may be a significant impact on sonographer requirements as a condition of employment.