Building Buy-In for WFM Initiatives

I've been in healthcare operations for twenty years, and I've seen a lot of workforce management projects. Some completely change how organizations work. Others fall short of what they could accomplish.

The difference isn't the technology they choose. It's how they approach the human side of change.

In my last article, I explained the six pillars that make up a successful healthcare workforce management strategy. Having the right framework is an important start, but we still need to get the right people bought in. 

The reality is that buy-in doesn't happen automatically, even when the benefits seem obvious. The issue isn't that people don't understand the value. It's that change feels risky, especially in healthcare, where the stakes are high. Nurses worry about losing control over their schedules, and executives wonder if the disruption will be worth it. Without addressing these concerns head-on, even the most well-designed workforce management strategy will struggle to gain traction.

Here’s how to avoid these pitfalls and build the foundation for lasting change, but first let’s examine why so many organizations struggle with this challenge.  

The Problem Isn’t Your Technology 

Here's what typically happens. A health system buys new workforce management software and thinks everything will change overnight. But even great technology like Andgo’s staffing automation software needs the right support to drive lasting change.

The real challenge isn't getting people to use the system. It's making sure departments can actually work together within it. When HR, operations, finance, and clinical staff operate with conflicting priorities and disconnected workflows, even the most sophisticated technology becomes just another silo. Without proper process integration and cross-departmental alignment, you end up with powerful software that doesn't match how your organization actually functions.

What I've learned is that you need to change how people work, not just what software they use. 

Three Strategies That Actually Work

1. Start with clear evidence.

Show leadership why the current system could work better, and use real data to make your case. Look at your staffing challenges and put actual numbers to them.

Are overtime costs eating up 15% of your nursing budget? Is turnover in critical departments increasing each year? Are patient satisfaction scores lower than they could be due to staffing issues? 

Present these findings to different groups in ways they'll understand. Finance leaders want to see cost projections, clinical directors care about patient safety metrics, and HR teams focus on employee satisfaction data. When people see opportunities for improvement in their own numbers, they become more open to change and start asking for solutions.

2. Identify your internal champions.

You need people inside the organization who can sell this change to their colleagues. Often your best supporters are respected charge nurses, department supervisors, or managers who deal with staffing headaches every day.

Spend time with these people. Help them understand what you're trying to accomplish. Give them the data and talking points they need to answer questions from their teams. When someone they trust and respect says "this is worth doing," it will likely resonate more. 

3. Understand your clinical leaders' perspective.

Here's the reality: workforce management will rarely be the top priority for your nurse leaders. As much as this work is important, they see it as something that gets in the way of what they really want to do: take care of patients.

You should approach them as a partner, not as someone imposing another system on them. Show that you understand their concerns and that you're working together to solve problems, not create new ones. When clinical leaders feel heard and supported, they’re more likely to embrace change. 

True Organizational Change

When you do this right, you get stronger work environments, people who actually want to stay, and better patient care.

The organizations that make this work understand it isn't something you fix once and forget about. They know that real change happens when the technology, the processes, and the people all work together. Start with these three strategies, and you'll be building the foundation for workforce management that delivers lasting results across your whole organization. 

Want to hear how other leaders in the workforce management space are building buy-in? 

Our new podcast series, Talking Shift, explains just that!