Congratulations to the #1 place to work in Massachusetts

We'd like to congratulate Winchester Hospital of Winchester MA on being named #1 in the Boston Globe's annual "Top Places to Work" in Massachusetts. Winchester Hospital, in our opinion, is a model for a successful independent community hospital. A Magnet Hospital, they have a long history of being among the top places to work. They are a long time HealthcareSource customer, and because our corporate office is based in Winchester, many of our employees and their families use Winchester Hospital for their healthcare.

As mentioned in the article, "Operating just miles from big-name teaching hospitals, squeezed by rising costs, and outgrowing its main campus, Winchester's survival depends on its ability to be an attractive employer". As an early adopter of HealthcareSource Position Manager for applicant tracking, Winchester invested in technology to find and hire the best talent. And with nearly 100 percent of employee's surveyed saying they're proud to work for the hospital, they are clearly doing the right things to keep this talent.


Congratulations to Winchester Hospital from HealthcareSource.

See a video on Winchester Hospital: http://link.brightcove.com/services/link/bcpid1185143625/bctid1902498805
Read the article:
http://www.boston.com/jobs/news/articles/2008/11/09/the_caring_community/

When is too much to do too much?

We were recently working on an implementation of our performance management and we had a very frustrated client. Not because of us (fortunately), but because of the pressure they felt from competing priorities. This hospital was pushing hard to meet the demands to become “paperless”, but in doing so, they felt they were being set up for failure. The questions it raised for us is - are hospitals taking on too much when they buy more software than they can handle? Are governing bodies and insurance companies pushing too hard and setting up hospitals for failure? It is common knowledge that American healthcare is generally slow in adopting information technology and therefore lagging behind other industries, and even global healthcare in some cases. The need to meet the demands to go paperless is a valid one but at the same time rolling out too much software can cause a domino effect of frustration on employees, patients, HR and even the software vendors involved. How should an organization prioritize between rollouts? This hospital was faced with the choice of refining the hiring process, better tool for documentation of patient care or redefining the way employees are assessed - and they felt so much pressure to do all at once. As a responsible software vendor, we see our role as helping our clients simplify and execute on reasonable initiatives. But we also believe we need to support them through this change and help them push to meet these demands.