Becker's Hospital Review

WOMEN'S LEADERSHIP 59 the beginning of each six-week assignment. As of June 1, UPMC has hired more than 700 staff into the in-house travel staffing agency, with 60 percent of those workers being external hires, Maribeth McLaughlin, MPM, BSN, RN, chief nursing executive for UPMC, told Becker's earlier in 2023. And UPMC has now added a regional option to the program. Dr. Iannazzo said her involvement as a UPMC Travel Staffing senior nurse leader took a leap of faith. "I got to experience the pandemic firsthand, working in a corporate role, primarily focused on our capacity and staffing operations," she explained. "And then a year later, UPMC knew we needed a different strategy and a different approach to not only staffing but also recruitment and retention of our own staff. … e chief nurse executive approached me and said, 'Hey, we're going to do this, help me put this proposal together.' And we launched it within 30 to 45 days." roughout her career, leaders have provided growth opportunities because she's let them know about her interests, she said. "I've been coached and mentored by not only our [human resources] colleagues, but also our finance colleagues. My leaders set me up for success with the network that I could build and start trusting over the past three years." Dr. Iannazzo encouraged other healthcare professionals seeking leadership opportunities to communicate with their own leaders about their interests and where they want to grow in their career. "I've always taken advantage of my annual performance reviews and my monthly one-on-one meetings to have those open conversations and share my interests and share what I feel like I need an opportunity to work on and how I like to be recognized," she said. "And I think making sure your leaders know what you're interested in and what you think your future might look like is important." n The downside of remote work for women By Alexis Kayser T he women's workforce has largely benefitted from the pandemic-spurred surge in remote work offer- ings. Millions of mothers with young children who left the workforce in 2020 found balance with the ability to work from home, and there are now more women in the labor force than ever. But working from home could hurt women, not just help them, management consulting firm Korn Ferry recently ar- gued. As men return to the office and women stay remote, the latter may be less visible for advancement opportuni- ties. On an average day in 2022, 41 percent of women worked remotely at least part of the time, according to a survey from the Bureau of Labor Statistics. Only 28 percent of men reported still working partially remote. This 13-point difference is notable, considering it was only a 4-point difference in 2019 — and it could carry unintend- ed consequences, according to Kristi Drew, a senior client partner and global account leader in Korn Ferry's financial services practice. "I think one of the obvious considerations is unconscious location bias," Ms. Drew said, noting that men may be "more visible and top of mind for key assignments." Organizations should recognize the gap between the number of men and women working from home, accord- ing to the firm. They should explicitly state promotion crite- ria and ensure it is based on performance, not "face time." And women can enhance their visibility by pushing for more difficult, important assignments, advised Ms. Drew. "In many cases, women already have to work harder, or perhaps more accurately, smarter, to ensure they are seen as equal contributors," Ms. Drew said. n The latest recruitment trend: 'Quiet hiring' By Kelly Gooch M any people are familiar with the term "quiet quitting," which refers to a phenomenon in which employees reduce their enthusiasm at work and stick to the minimum expectations of their role. Now another labor-related trend is trending: "quiet hiring." Ross Jahnke, EdD, director of professional development programs in the College of Continuing and Professional Studies at the University of Minnesota in Minneapolis, describes quiet hiring in an article published July 11. He said it is "the practice of expanding an organization's capacities by assigning existing employees new responsibilities.ose new responsibilities oen require new skills or a higher-level application of existing skills. Companies engaging in 'quiet hiring' may be trying to fill skills gaps while conserving resources." Dr. Jahnke added that he finds the term "unhelpful because it makes it sound like an inherently unethical practice, like something done in secret." Instead, he advocates for reframing quiet hiring with the term "upskilling." Quiet hiring is among the latest workforce trends to surface. Others that have surfaced, in addition to quiet quitting, include "lazy girl job," "bare minimum Mondays" and "career cushioning." n

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