Becker's Clinical Quality & Infection Control

13 PATIENT & CAREGIVER EXPERIENCE Henry Ford Health Detroit-based Henry Ford Health has worked to elevate the patient voice in care decisions for more than a decade. e system launched the Patient Engaged Research Center about 12 years ago to involve patients in research. at effort has evolved into the Center for Patient-Reported Outcomes, which focuses on integrating patient feedback into daily care — especially in oncology and orthopedics. In oncology, clinicians collect patient-reported outcome measures before appointments, including standardized assessments of fatigue, physical function, depression and pain interference. "As we collected more data and incorporated it into routine care, we found we could use it to make much more tailored decisions," Steven Chang, MD, chair of Henry Ford's department of otolaryngology- head and neck surgery and medical director of the research center, told Becker's. "If a patient's quality of life is low, it may not be the right time for aggressive treatments like surgery or chemotherapy. Instead, we can pivot and focus on symptom management, which can improve the patient's experience and, in some cases, extend life by several months." In orthopedics, the center has helped patients considering hip and knee replacements determine their baseline function and measure improvement aer surgery. ese metrics can help assure patients that the surgery helped and support lower levels of care, such as providing physical therapy rather than surgery for patients who have a higher function score, Dr. Chang, who is also the interim chair of the department of otolaryngology at the college of human medicine at East Lansing-based Michigan State University, said. Beyond the research center, Henry Ford has built automated patient- reported outcome workflows into the EHR. "Patients can share how they are feeling in real time," Michael Ryan, PsyD, regional director of Henry Ford Health's cancer service line for Detroit and administrative director of the Center For Patient Reported Outcomes at Henry Ford Cancer Institute, told Becker's. "ese tools give clinical teams a much clearer picture of what patients are experiencing. Studies have shown that patient-reported outcome measures can help patients articulate symptoms they may not share verbally with their care teams, thus improving communication. is information is then used to guide health-related conversations between patients and providers and supports shared decision-making in the plan of care." is integrated technology has enhanced patient-provider communication, helped personalize care plans, and allow clinical teams to be alerted to changes or concerns and respond with treatment adjustment within minutes to hours — rather than days to weeks. University of Wisconsin Madison-based University of Wisconsin Health is also leveraging home-based care to elevate patient input. In-home interviews help clinicians understand what is — and is not — working. "Patients and caregivers felt they had more time with the team to engage in the decision-making process," Nicole Bonk, MD, chief medical officer of the Orion Initiative at University of Wisconsin School of Medicine and Public Health, told Becker's. She said one patient told the team: "ey were listening to me and addressing any issues that I had. e care just seemed like it was of a higher standard." n 9 generational trends shaping hospital workforce planning By Kristin Kuchno H ospital and health system workforces now span five generations, from entry-level employees to those nearing retirement. Demographic shifts and evolving generational priorities are influencing how organizations recruit, retain and plan for leadership succession. Nine things to know: 1. Gen X skipped for CEO roles. Some organizations are bypassing Generation X CEO candidates in favor of millennials as baby boomers retire. Timing may play a role; during the pandemic, many organizations leaned on baby boomers' experience but are now turning toward younger leaders amid the rise of artificial intelligence. 2. "The Great Stay" for Gen Z. In their first seven years in the workforce, Generation Z employees are staying with their organizations 18% longer than millennials did — more in line with Gen X and baby boomers. 3. Baby boomers delaying retirement. Nearly 20% of Americans 65 and older remain employed, almost double the rate from 35 years ago. While many are not interested in retiring fully, some are open to reduced workloads. 4. Gen Z workplace expectations. The youngest healthcare workers want clear career pathways, work- life balance, financial wellness, and a sense of belonging and purpose in their work. 5. Aging population challenges. Within a decade, older Americans are projected to outnumber children for the first time in U.S. history. Health systems are bracing for potential simultaneous retirements of experienced employees, while declining birth rates and longer life spans are prompting stronger workforce pipeline partnerships and expanded benefits. 6. Cross-generational friction. Forty-five percent of baby boomers said they have no challenges working with other generations, compared to just 17% of Gen Z respondents. 7. Millennials rising in leadership. Millennials are on track to outnumber Gen Xers in leadership roles across industries in 2025, according to LinkedIn. 8. Generational views on AI. Gen Z is most likely to doubt AI will affect their jobs, while millennials and Gen X were least likely to doubt AI's impact on their jobs. 9. Gen X feels change fatigue. Sixty-seven percent of Gen X professionals say they are overwhelmed by how quickly their job is changing. n

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