Actionable solutions for workforce challenges in Behavioral health

Within the past handful of years, the behavioral healthcare industry has experienced numerous shifts at the local, state and federal levels in all sectors. Non-profits, private companies and governmental organizations face new issues. Most of our conversations with these various stakeholders point to common concerns: access to quality care and a dissolving workforce.

According to HHS, the anticipated need for additional mental health workers in America from 2022-2037 exceeds 76,000. What is even more concerning is that in the same time period HHS projects the United States will lose more than 36,000 from what we have today. These predictions represent a delta between supply and demand of over 100,000 mental health workers, representing only a 45% adequacy rate by 2037.

In a 2023 study conducted by Behavioral Health Business, 54% of behavioral health professionals and leaders identified “Staffing” as the greatest challenge associated with growth. “Public Awareness” was rated as the second most challenge to growth at 15%.

One of our core values at Simplifyance™ is to be solutions focused in all we do. In all of my content (both speaking and writing) I offer actionable solutions to empower leaders of behavioral healthcare organizations (BHCs) to face these challenges head on. Before unpacking recommendations for effective strategies it is important to identify key factors impacting the rapidly escalating workforce problem.

1. Regulators and payers are responding to care quality concerns with increased standards of care and documentation, creating additional administrative responsibility
2. Telehealth behemoths are offering attractive work from home opportunities for clinicians and physicians causing many to leave in person facility-based work
3. Turnover costs more than just the price of recruiting, training and onboarding

So, what can we do about it?

Onboard staff effectively - providing a best in class employment environment starts with efficient and effective employee onboarding and training. The first interactions staff have, not only with their new team members, but also with the organization’s systems, tools and resources, will leave a lasting impression on their life cycle as an employee within your organization. Fostering a culture of safety requires a commitment to following policies, procedures, and standard operating procedures (SOPs). Demonstrating these values during the onboarding and training will inevitably impact the longevity of an employees relationship with the organization. Innovative technologies can provide opportunities to improve the onboarding experience for new workers and reduces burdens traditionally plaguing HR teams. According to HR Chief, strong employee onboarding improves retention by 82%.

Consistently engage your workforce and create a feedback loop - compassion fatigue, lengthy shifts, and exhaustive administrative duties can weigh down on a team. Although these are common challenges, there may be even more issues your workforce is facing. Gathering both qualitative and quantitative data from your workforce AND responding effectively can reduce burnout and turnover. Just as you should be collecting patient satisfaction data, it is equally important to collect and analyze employee satisfaction data. Use the data to drive decisions and communicate the changes so your team can clearly see their input doesn’t just check a box. Understanding internal workforce issues and investing in solutions will help retain staff and positively impact the bottom line by avoiding turnover and increasing the quality of care. Regular supervision (not just for licensed staff) supports meaningful connection between leaders and health professionals supporting engagement and retention.

Admit patients appropriate for your services - the harsh reality of operating a BHC organization is that you must maintain an average daily census to remain solvent. The person centered reality is that someone who really needs mental health primary care should’t be in a substance use disorder only program. Sometimes it can be tempting to enroll someone who falls outside of the admission criteria to make sure the beds are filled. Be cautious, this is a dangerous game. Staff who are trained and equipped to treat those appropriate for your program will lose trust in leadership when new admits come in with presenting challenges falling outside the program’s scope of services. When organizational focus is clear and staff have consistent expectations, they are empowered to execute effectively on what they have been hired to do.

In summary, new solutions exist to combat emerging challenges. Step back and see the big picture. The responsibility is squarely on governance and leadership to implement innovative strategies to take these issues head on.