Qualifications and Competencies for Population Health Management Positions: A Content Analysis of Job Postings

Abstract

The need for population health management expertise has increased as the health care industry shifts toward value-based care. However, many organizations report hiring gaps as they seek to fill positions. The purpose of this study was to analyze the types of population health management positions for which health care organizations are hiring, including qualifications and competencies required for these positions. A content analysis was conducted on 271 job postings collected during a 2-month period. A typology of qualifications and competencies was developed based on the content analysis. Profiles were generated for the top 5 job title classifications: directors, coordinators, care managers, analysts, and specialists. This study highlights the investment health care organizations are making in population health management and the prominent role these positions are playing in the health care environment today. Many organizations are building out population health management teams resulting in multiple positions at different levels being added. As the market demands competent candidates who are equipped with specialized population health expertise as well as practical experience in program development, technology applications, care management, and analytics, professional education programs will need to adapt curricula to address the required areas. Competencies for specific job title classifications may need further evaluation and refinement over time. Study results can be used by organizations for strategic planning, by educators to target needed qualifications and competencies, and by researchers and policy advisors to assess progress toward value-based care.

Public health job advertisements in Australia and New Zealand: a changing landscape

“…This is not common practice, however: Rotem et al found commonalities in competencies expressed, such as “communication skills” and “interpersonal activity capabilities” 4 . Similarly, a content analysis of public health management positions found a high listing of competencies relating to communication, leadership, management and coordination 28 . We did not think that our current study would have been enriched by such an analysis.…”

Value-Based Healthcare From the Perspective of the Healthcare Professional: A Systematic Literature Review

“…Concerning culture, participants called for culture change ( 24 , 31 , 47 , 56 ) and mentioned the need for specific cultures, particularly cultures that are transparent and blame-free ( 14 , 31 , 48 , 53 , 56 , 66 , 69 , 72 ). Related to HR and capacity, studies discussed staffing constraints ( 33 , 49 , 59 , 61 ), the importance of staff stability ( 24 , 59 , 66 ), staff composition including the use of alternative providers and medical assistants [e.g., ( 14 , 24 , 33 , 35 , 60 , 64 – 66 , 71 , 72 , 76 )] and specific open job positions ( 33 , 34 , 62 , 72 , 78 ). Remarks made about organizational facilities and approaches involved professionals' desire for dedicated VBHC time ( 14 , 59 , 66 ), step-by-step implementation ( 34 , 35 , 56 , 72 , 76 ), and an overall supportive environment ( 24 , 31 , 53 , 54 , 56 , 57 , 59 , 62 , 65 , 66 , 72 , 73 ) with specific attention for engaged leadership ( 14 , 33 , 35 , …”

Managerial Strategies for Long-Term Care Organization Professionals: COVID-19 Pandemic Impacts

“…Ojekalu et al [66] declare that healthcare quality can be improved by supportive visionary leadership; proper planning; education/training; availability of resources; effective management of resources, employees, and processes; and collaboration/cooperation between providers. For Meyer [67], healthcare organizations are invested in improving services, mainly combining operational, improvement, and program managerial expertise. For Dias et al [68], lean philosophy is one of the strategies that focuses on quality improvement and cost reduction.…”

“…Donating [32] Engaging with clinical partners [32] Engaging in the culture and environment [40] Experiencing all shifts [32] Experiencing hospital services [32] Financial management [24] Governance and leadership [28] Human resource management [28] Improving services [67] Influencing skill [55,56] Innovation [55,56,66,81,82] Leadership [21,24,26,30,31,33,34,[36][37][38][39][40][41][42][43][49][50][51][52]66,81,82] Managing and making change [34] Managing services [28,34] Organization [31,35,36,48] Performance management and accountability [28] Political analysis and dialogue [28] Political and legal issues …”