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Becker’s Healthcare Podcast
Jay Grider, Chief Quality Officer and Chief Executive Officer, Kentucky Medical Services Foundation, University of Kentucky
00:07:53
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- [00:00]
A
At Insight Global Health, we are dedicated to helping you and improving healthcare for everyone. That means building stronger teams and delivering sustainable solutions that truly make a difference. We offer a full spectrum of talent and technical services and deliver cross industry expertise to bring you innovative best practices to solve the problems that we face in healthcare. We're not just promising you results, we are delivering them. Visit us@insightglobal.com this is Gracelyn Keller with.
- [00:28]
B
The Beckers Healthcare podcast and we are recording live at the 15th annual meeting. I'm currently joined by Jay Grider who is the Chief Quality Officer and CEO at Kentucky Medical Services foundation of the University of Kentucky. So Jay, thanks for being here. Could you please introduce yourself and tell us a little bit more about your background in healthcare and your organization?
- [00:47]
C
Absolutely. Glad to do it. So as you mentioned, I am Chief Quality Officer for the system at UK Healthcare and Kentucky Medical Services foundation is the physician practice finance arm oversee that piece of it but have been involved in really recruitment and overseeing hiring and workforce development for our clinical practices in previous roles. And so it's something that's near and dear to my heart. Happy to talk about it.
- [01:15]
B
Awesome. So let's start off with in the last 12 months or so, what is an initiative you've taken on that you're particularly proud of and how has this impacted your organization at uk?
- [01:26]
C
It may sound a little cliched, but we really do work in such large teams that to say that I'm driving something would be absolutely incorrect. But something that we have been working on as a healthcare physician practice is sort of a new initiative that our CEO has put together and it really centers around how do we take physician recruitment, how do we take app recruitment and not only respond to what is happening. So we know that we turn over between 80 and 100 physicians and apps a year in our, in our 2500 provider organization. So how do we a get a handle on who is thinking about leaving? You can kind of get these, these feelings in advance and we really want to encourage people to as they're starting to think about different life experiences. You know, we understand that people may want to be closer to in laws in a different state or there may be professional opportunities that that are better other places. We want to see people constantly growing. So how do we identify roles that are likely coming forward? How do we identify our growth needs? That's been a real huge piece of it. So setting and very carefully outlining we're going to need five nephrologists if we're going to if we're going to get to, you know, 250 kidney transplants. We're going to need to, you know, pulmonologist if we're going to, to do this many heart transplants. Just thinking about things in a very strategic way and then partnering with groups to help recruit it. It's really almost a misnomer to think that that one recruiting firm can, can meet all of your needs. It takes quite a bit. We've also brought a lot of the HR function for executive recruitment. So chiefs chairs and high, high profile physician leadership roles within house partnering. But doing that more as an in house group.
- [03:21]
B
Absolutely. And on the flip side of that, what do you see as the most significant challenge currently facing the health care industry and how are you working to address this?
- [03:30]
C
Well, clearly everybody has the challenge of nursing and so we have a unique opportunity. We have six health colleges on our actual academic campus and as a result of that we, we have the ability to upscale our programs to meet the needs. So if we need more radiation technologists, we can ensure that our academic center is doing that. But no one college can supply all the needs for nursing staff. So we have started something called Advancing Kentucky Together where we are working with other health systems to say, okay, how many nurses does the Kentucky region need? And we've actually ascertained that they need about 3,300 nurses incrementally just to do what we're doing today. And so how do we, how do we not cannibalize each other, but how do we work as a, as a unified group of health organizations through the Kentucky Hospital association, through our initiative of Advancing Kentucky Together to say how do we not cannibalize, how do we make sure that, that the staffing is good? Because fact of the matter is, while it may be good in the short run for me to steal nurses from the hospital next door, at the end of the day then transfer volumes come in and, and you just can't manage that way. So it's actually better if every organization is able to meet the needs that they're trying to drive themselves.
- [04:53]
B
Absolutely. And I'd love to know also what the biggest leadership lesson either you're currently learning or have recently learned is.
- [05:01]
C
Yeah, so it's not really related to workforce, but, but I think as somebody who spends a lot of time with data, I think just constantly working on anchoring bias and saying just when you think you understand a problem, it's probably a good thing to ask two more questions. Because if those two questions don't yield any more information Maybe you've come to the root cause of something, but really getting the root cause of issues is much more complex. I think health systems spend a lot of time implementing solutions that don't fully understand the problem that they're addressing. So just for me personally, that's, that's what I'm spending time doing is getting a bit more refined at doing root cause analysis and then asking two more questions to make sure that it doesn't go any deeper than what we're, we're currently working at.
- [05:54]
B
And as we wrap our conversation, I'd love to touch on workforce as this does remain a large priority for many health care organizations. So how are you addressing workforce challeng challenges within your organization?
- [06:06]
C
So our HR group has completely revamped and so they're actually taking on a relatively interesting initiative that crosses over with our quality work. So they are trying to become an HR high reliability organization. And I don't know that there's a lot of academic medical centers where the HR group is applying high reliability principles. So by high reliability, it means how do we do the work that we're doing, how do we service the customer? The customer being the individual units that we're trying to recruit into as well as the people that we're trying to bring into our organization. And so they're actually looking at what does it mean to be a high reliability organization from an HR standpoint. And that's something that I'm really excited about because they're asking our quality and performance improvement groups to come in and take a look at what they do to say how can we maximize and optimize the HR process? We think that down the line that's going to result in much higher satisfaction. Because if you get off the ground the wrong way because your HR process isn't exactly right, you have a bad taste in your mouth. You know, the orientation didn't go right. They never got my credentialing correct. You know, the, the, the, the hiring process took way too long. So how do we, how do we shorten all of those intervals and make a really gratifying experience that it's a great thing to be hired by the University of Kentucky because we are striving for excellence. Not that they didn't strive for excellence before, but they're recognizing how do we become better at what we do? And I'm really applauding our HR colleagues for doing that.
- [07:42]
B
Absolutely. Well, Jay, thanks so much for joining me today on the Becker's Healthcare Podcast. Again, we're recording live at the 15th annual meeting.
- [07:49]
C
My pleasure. Thank you.