The adoption of remote work in the healthcare industry had trailed other industries that had moved more aggressively in that regard. Now, as some healthcare companies begin bouncing back after going fully remote in response to the pandemic, they’re becoming more employee-centric regarding work location value propositions and company strategies.

So what will healthcare’s future workforce look like? How can more leaders’ decisions balance employees’ and companies’ best interests? Our Health and Life Sciences team is working with different kinds of healthcare companies and leaders to define the right strategic response to these questions. When we asked Chief Medical Officers, Chief Human Resources Officers, and Chief Financial Officers at a number of healthcare companies these exact questions, what we discovered is the conditions for an all-out talent war are here. This should scare you.

Most healthcare organizations expect to continue with remote work and are increasingly okay sourcing that talent from anywhere in the US (or abroad). While this was long true for national organizations, regional players are also joining the fray. Fifty percent of organizations said they were changing their hiring policies to source talent (and importantly, let talent stay) outside of their typical geographic footprint. That means top talent is that much more mobile – not a privilege of concentrated geographic talent pools. You can no longer rely on the fact that just because an office is located down the street, your Information Technology talent will also be local.

This article is provided by Oliver Wyman. The complete article is available at this link.