Before Hallmark, Community Health System managed contract labor in a decentralized way, with departments staffing facilities individually and limited enterprise-wide visibility into rates, time-to-fill, and workforce needs. As demand surged, the organization moved from managing roughly 80 travelers to managing 10x that, while relying on an MSP model that gave leadership less control over rates, agency relationships, and who was entering the system.
Like many health systems, Community Health System was trying to make workforce decisions across fragmented processes rather than through a unified operating layer. The result was a more reactive staffing model at a time when cost pressures, operational complexity, and patient care demands were only increasing.
Community Health System wanted more than a staffing tool. They wanted a partner that could help them design a Centralized Staffing Office, create the right governance model, and give leaders a clearer view of workforce demand, cost, and deployment across the organization.
Hallmark partnered with Community Health System to centralize workforce operations using the Flexible Workforce solution of Healthcare’s Workforce Operating System. With a mix of intelligent technology and a dedicated services team, the Centralized Staffing Office was created and was able to serve departments across the organization through one connected approach to contract labor, staffing workflows, and reporting.
By connecting staffing demand, agency management, reporting, compliance, and planning into a more unified operating model, Community Health System moved from reactive contract labor management toward a more coordinated workforce strategy.
That shift has positioned the organization not only to control costs and fill needs faster, but also to adapt to a workforce that increasingly values flexibility. As Community Health System continues to test new staffing models, Hallmark remains part of how they plan for a more resilient workforce and stronger patient care delivery over time.
