Improving Clinician Experience To Drive Well-Being

Executive Dialogues Improving Clinician Experience To Drive Well-Being
Executive Dialogue | Improving Clinician Experience To Drive Well-Being: Using technology to support the clinical workforce

Executive Dialogue

Using technology to support the clinical workforce

Severe staffing shortages and the pandemic have had a traumatic impact on clinicians and amplified the need to support and improve their well-being. Burnout is not new, but COVID-19 has highlighted the challenges clinicians face when administrative burdens, suboptimal communication systems and teams working at capacity collide with an extended crisis. Burnout not only affects our clinicians, but also has deep implications for the health care system, in such areas as safety, quality and cost. Understanding the experiences of clinicians is paramount to driving wellness efforts, staff retention and recruitment. This executive dialogue explores strategies to improve clinician well-being and how technology can play a critical role in supporting the clinical workforce.

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9 Proven Ways Technology Can Ease the Burden on Clinicians

  • Give clinicians a voice at the table and create a culture and governance of shared accountability as to how technology is going to enable their work to increase satisfaction.
  • Test new processes, technologies and creative solutions in patient care in an innovation unit, an interdisciplinary team-based model of care, to improve the staff and patient experiences as well as patient safety and outcomes.
  • Track electronic health record (EHR) usability by clinician and target those that are least efficient for training and coaching.
  • Intentionally design features in the EHR with clinician input.
  • Balance virtual education and training with coaching and education at the point of service to keep up with staff needs, increased agency staff and changing roles.
  • Use quantitative data with qualitative from nurse well-being navigators rounding on the floors to identify pain points and change programming.
  • Lessen the time physicians spend managing EHR inbox messaging by delegating it to other staff if clinician expertise is not required.
  • Create a psychologically safe environment for staff by utilizing training, data, EHR screening and support tools to identify patients with behavioral health concerns and how that impacts care delivery.
  • Explore new technologies to positively impact clinical users, such as ambient listening technology, artificial intelligence virtual scribe, integration and automation of administrative tools and advanced interoperability platforms.


Ramona Cheek

Ramona Cheek, MSN, R.N., CPHQ

Vice President, Nursing Transformation and Innovation

Bon Secours Mercy Health

Lu de Souza

Lu de Souza, M.D., FAMIA

Vice President and Chief Medical Officer

Oracle Health

Patricia Fisher

Patricia Fisher, M.D., MHA

Chief Medical Officer

Ocean University Medical Center

Kimberlee Freeman

Kimberlee Freeman, DNP, MS, R.N., NEA-BC, FACHE

Vice President of Patient Care Services and Chief Nursing Officer

Wayne Healthcare

Bruce McNulty

Bruce McNulty, M.D.

Chief Medical Officer

Swedish Hospital

Susan Parisi

Susan Parisi, M.D., FACOG

Chief Wellness Officer


Timothy Quigley

Timothy Quigley, DNP, MBA, R.N., NEA-BC

Senior Vice President of Special Projects

South Shore Health

Ryan Sledge

Ryan Sledge, MBA, MPH

Vice President of Workforce Health and Safety

HCA Healthcare

Renee Smith

Renee Smith, M.D., MBA

Chief Medical Officer

Blanchard Valley Health System

Lisa Smithgall

Lisa Smithgall, PhD, RNC-NIC, NEA-BC

Senior Vice President and Chief Nursing Officer

Ballad Health

Robyn Begley

Robyn Begley, DNP, R.N., NEA-BC, FAAN

Senior Vice President and Chief Nursing Officer, American Hospital Association, and CEO, American Organization for Nursing Leadership

American Hospital Association


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