The Willis Towers Watson Company

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This post is a brief summation of interviews with several healthcare experts within the Willis Towers Watson Company. Their statements and ideas were beneficial, thought provoking and relevant for those in healthcare leadership. Based on our conversations we underscore here a few trends for healthcare providers whether in a single community hospital, a teaching hospital or a group of hospitals: executive compensation should be incentivized, the hiring of doctors in executive positions for providers in the nonprofit and for profit sectors is recommended and growing, the collection of vast amounts of data can be compiled to influence executive behavior and positively impact performance, and poor quality indicators directly impact the bottom line in a multitude of ways. Compensation of executives at nonprofit or for profit health care providers are determined by several competing forces. For profit health care providers, the control levers for executives and executive compensation are multi-tiered and complex: a board of trustees, shareholders, published financial statements, the people they serve within the organization, patients, outside consultants, and some government oversight (through their IRS filings and Sarbanes-Oxley). For non-profit healthcare providers, there are several ways to control and direct executive performance and compensation through the organization itself and employees they serve: their fundraising arm, outside consultants, information gathered by
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