When hospice reverts to the lowest common denominator and leaders obsess about metrics, it's time to speak. Self-inflated leaders assume clinicians give until their backs break, given no raises for years. A clinical ladder is a rainbow’s pot of gold. Others have a sorrier job and must be motivated by money. Abysmal leaders dangle extrinsic rewards for admission, hiring and EDBITA targets. “Sign on” bonuses entice people into a poor work environment. Employees’ voice equals their raise, zero.
Friday, January 25, 2019
Broussard Broke Our Hospice/Kindred at Home
Strange Tony,
Funny you characterized Humana CEO Bruce Broussard as an overlord. CNBC interviewed Broussard from the Annual Overlord - World Economic Forum meeting in Davos, Switzerland.
Healthcare is clearly broken as people avoid care due to absurdly high deductibles. I joined this group in 2019 after Humana and two financial rapscallion partners purchased Kindred at Home last summer.
Broussard mentioned acquisitions from Davos Billionaire Boys' Club. He cited Humana's home strategy, the rationale for buying our hospice and our newest overlord, Curo Health Services. Nothing good has happened for patients, physicians or staff under Humana/Curo. The company shifted millions away from people to paying interest and installing value destroying technology.
Time is spent trying to correct "garbage in - garbage out" systems that purport to document patient care, order supplies, pay people for hours worked and miles driven. Our accuracy rate must be close to zero. Everything requires a workaround or redo.
Hospice staff are breaking their necks and backs trying to serve patients and their families. It gets more difficult every day. No leader at any level in our company has asked office staff or clinicians how things are going. They must be with Bruce Broussard's entourage in Davos. Someone has to mix the beverages.
Anonymous (from down and out Kindred at Home)
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