U.S. hospitals optimize hiring strategies amid industry challenges
ILLINOIS, UNITED STATES — Healthcare providers across the United States are refining their hiring strategies, striking a balance between the need for clinical talent and financial realities, as workforce shortages and rising costs continue to pressure hospitals and health systems, Becker’s Hospital Review reports.
While the sector added more jobs in August than the overall economy, leaders emphasize that growth must be strategic, data-driven, and sustainable.
Focus on clinical roles and patient care
Hospital leaders are doubling down on bedside and clinical positions, particularly nursing, behavioral health, and allied health professionals.
At Clearwater, Florida-based BayCare Health System, the priority is clear. “These areas are critical to meeting the growing demand for services across our communities,” said Nikki Daily, Chief Team Resources Officer, in an interview with Becker’s.
She added that BayCare is also “investing in roles that support care coordination and population health” as the system shifts toward value-based care.
Similarly, Main Line Health, based in Radnor, Pennsylvania, is expanding its pipelines for nursing, imaging, and support services.
“We have a couple health systems in our market that have closed, and we are full to the brim, so my ability to deliver talent to the organization is imperative,” said Pam Teufel, the system’s Chief Human Resources Officer.
Other systems are tailoring hiring strategies to meet community needs. Dover, Delaware-based Bayhealth is opening a second child care center in early 2026, which will require full staffing.
“It’s a benefit and a recruitment and retention tool for our staff, because the child care center is open seven days a week to accommodate the 12-hour shift workers,” said Chief Human Resources Officer Darlene Stone.
Optimizing workforce and outsourcing opportunities
While hospitals are not broadly cutting back, leaders are rethinking how to optimize hiring by blending technology and workforce planning.
At Luminis Health in Annapolis, Maryland, the approach is rooted in balance. “Our staffing models are grounded in data-driven projections, patient demand, community needs, and operational planning,” said Chief Human Resources Officer Amy Beales.
In areas like administration and middle management, some systems are testing learner models. “If a middle manager leaves, we’re trying to push ourselves to say, ‘Could someone’s span increase? Do we need that layer of management, or could we have someone else take it on as a growth opportunity?” said Teufel of Main Line Health.
She noted that for certain entry-level jobs, the system is exploring automation, or “robotic process automation,” rather than immediate rehiring. These plans reflect outsourcing patterns among businesses, where companies are shifting their external supplier base, as well as technological innovation, to automate non-core activities.
Cheryl Johnson, senior vice president and chief people officer at Bronson Healthcare in Kalamazoo, Michigan, underscored the importance of discipline in nonclinical hiring. “Ultimately, this is not about reducing the workforce, it is about realigning it in a way that allows us to deliver exceptional care today while building a more sustainable model for the future,” she said.
For U.S. hospitals, the path forward is less about aggressive expansion and more about smart, deliberate staffing, balancing immediate needs with future sustainability, and in some cases, borrowing lessons from outsourcing by automating or reallocating roles to improve efficiency without sacrificing care.
