Becker's Hospital Review

15 CEO / STRATEGY to local and national benchmarks. ese rankings include comparisons across Mercy, within a given specialty, and even nationally across the more than 100,000 clinicians within Vanderbilt's collaborative. "at's pretty impactful because physicians are generally competitive by nature. So if you can share objective information that says, 'Hey, you're No. 2 out of 400 urologists across the nation,' that resonates," Dr. Smith said. "We'll then see a significant proportion of providers who, aer that level one awareness, get back on track and not have any further issues." When a provider does have three or more reports, Mercy asks questions such as, "What stresses might this provider be facing? Is this a symptom of burnout that we just haven't recognized yet? What resources do we think we can provide? Do they have internal professional stressors? Do they have external personal stressors?' What can we do to work with those providers to provide assistance?" "Recognizing that, again, the vast majority aren't people intentionally being mean — it's just a manifestation of something they're dealing with," Dr. Smith said. "So, how can we help with that? at's where we start to leverage this information when providers have more than three reports in a short period of time." Dr. Smith acknowledged there was some reluctance when the program initially rolled out. He said Mercy still sees pockets of reluctance, which is why education around the program is critical. "You could definitely roll out a program like this and have a lot of resistance and reluctance because it's not clearly understood what the intention behind it is," he said. "It's really just all in how you deliver the message behind the program. And when you get them to understand truly this is patient-centric at its core, that's when you overcome that moment of anxiety associated with it that they may be feeling." While the current program is specific to physicians and advanced practice providers, Mercy is exploring rolling the program out to nurses. e Vanderbilt CPPA programs are implemented nationally across physicians, APPs, nurses, residents and nonclinical faculty. n CEO pay dips in 2023 By Kristin Kuchno C EO compensation declined significantly in 2023 when compared to the stock market's relative steadiness, according to a recent report. Findings from the Economic Policy Institute, published Sept. 19, analyzed average CEO pay from the 350 largest publicly owned firms in the U.S., using data from Compustate ExecuComp and The Wall Street Journal. From 2022 to 2023, realized compensation for CEOs dropped 19.4% to $22.2 million. Granted compensation declined by 14.1%, according to the report. Realized compensation includes the value of stock options when they are used and granted compensation measures stock options and awards when they are first granted, the researchers wrote. The drop occurring during a steady stock market period could be attributed to a shift in stock-related pay away from options, according to the report. Realized stock awards and options comprised 76.6% of CEO compensation in 2023, compared to 70.2% of CEO pay in 2006. Stock awards are becoming a greater portion of CEO pay, while share of stock options has decreased, the researchers wrote. Although CEO pay declined, the typical worker-to-CEO pay ratio remains higher than in the past, with CEOs paid 290 times more than the typical worker in 2023, compared to 21 times the typical workers in 1965, the report said. n AI, shifting customer needs top 12-month CEO agendas By Kelly Gooch T he latest EY CEO Outlook Pulse survey of 1,200 global executives, featuring a new Global CEO Confidence Index, identifies key disruptive issues that will drive CEO actions in the next 12 months. As part of the survey, CEOs were asked what they saw as the top disruptive forces that will drive most industry change and key markets over the next 12 months. CEOs named emerging technology, including AI, is the top disruptor (38%), followed by changing customer needs (36%), regulatory pressures (35%), geopolitical and economic shifts (35%), elevated capital costs (33%) and supply chain pressures (33%). "CEOs' areas of focus are a reflection of the rapidly evolving business landscape, and our survey shows their eyes are on emerging technology and AI, changing customer behaviors and macroeconomic uncertainty as key disruptive forces," EY wrote. Among CEOs in the Western Hemisphere, changing customer needs was the top disruptor (36%), followed by supply chain pressures (35%), regulatory pressures (35%), climate change and environmental issues (34%), and elevated cost of capital (33%). n

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