Health Systems Shine as Job Creators

Overall employment in health care occupations is projected to grow rapidly from 2024 to 2034, with approximately 1.9 million openings per year, according to the Bureau of Labor Statistics (BLS).

Hospitals are prominent employers in their communities, and factors such as an aging population and increased acuity are intensifying the need for skilled workers in health care. Simultaneously, the field is experiencing workforce shortages that are projected to persist in the future.

The Impact of Workforce Shortages and Burnout

Ongoing shortages of nurses, primary care physicians, behavioral health professionals and other roles also contribute to demand for workers in health care: For instance, until 2032, there will be an average of 193,100 projected job openings for registered nurses each year, but only 177,400 additional nurses are expected to enter the workforce from 2022 to 2032, according to the U.S. Chamber of Commerce.

To close the gap between demand and available talent, according to the AHA’s 2026 Health Care Workforce Scan, hospitals and health systems are creating new pipelines with career ladders, apprenticeships, community partnerships and grow-your-own approaches.

For example, the nursing shortage is driven not by a lack of interest but by limited capacity in relevant educational programs: In 2024, U.S. nursing schools rejected 80,162 qualified applications, according to the American Association of Colleges of Nursing. Some health systems have established embedded nursing schools to help qualified applicants turned away from external nursing programs join the workforce. Sierra View Medical Center in Porterville, California, for instance, has partnered with Unitek College to create a Nursing Education Pathway for interested employees.

Additionally, burnout and turnover rates can contribute to job openings. Almost half (46%) of health workers reported feeling burned out often in 2022, according to the CDC. To increase retention and prevent burnout, health care providers are adopting strategies such as reducing administrative burdens with AI, improving communication and creating a culture focused on well-being, offering additional autonomy and opportunities for growth, and responding to employee requests for flexibility and meaningful work. Organizations that adapt in these ways increase their ability to attract and retain talent.

Hospitals as Innovators and Job Creators

As demand for health care services grows, hospitals and health systems are cementing their role as vital pillars of society, offering not only essential medical services but also meaningful employment. The needs of individuals with chronic conditions and aging baby boomers are expected to continue driving significant employment growth in health care through 2030, according to the BLS. From 2020 to 2030, employment in hospitals is expected to increase by 7.9 percent, accounting for approximately 490,000 new jobs.

In response to rising demand for health care services, hospitals across the country are already accelerating efforts to upskill workers, reduce administrative burden with technology and introduce new roles and care delivery models. Here are just a few examples from the AHA’s 2026 Health Care Workforce Scan:

1. After learning that nurses were spending more time on indirect than direct patient care, Pittsburgh-based UPMC created a team-based care model for medical-surgical nurses, including non-clinical support via a new patient and family concierge role.
2. Cleveland Clinic has established an apprenticeship program to develop a reliable and inclusive pipeline for middle-skill roles. The provider has tailored apprenticeships to meet the needs of specific departments, and the program has support from dedicated managers, mentors and external partners.
3. As Boston-based Mass General Brigham has adopted digital technologies for care delivery and management, new roles have emerged related to virtual clinical collaboration, remote monitoring and care orchestration.
4. Pittsburgh-based Allegheny Health Network shifted away from a one-physician, one-medical assistant approach to primary care in favor of a team-based care model in which primary care physicians are supported by nurses, health coaches, pharmacists, dieticians and behavioral health specialists. The new strategy has resulted in better patient outcomes and higher quality scores.

Download the full Workforce Scan report to explore more examples and gain insight into how health care leaders are responding to today’s workforce challenges and preparing for tomorrow.