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If you’re job hunting in healthcare right now, stop applying to the same roles as everyone else. The U.S. job market in 2025 is flooded with applications for the same few titles: data analyst, public health associate, healthcare consultant. But while the crowd runs toward those roles, opportunities are quietly opening elsewhere, in sectors that are growing fast but still overlooked. Here are 4 underrated but high-opportunity job sectors for healthcare grads in 2025: 1. Real-World Evidence (RWE) & Health Outcomes Research Why it’s growing: Pharma companies and research organizations are shifting from clinical trials alone to studying how treatments perform in real-life settings. They want to understand long-term health outcomes, cost-effectiveness, and patient behaviors. Why you’re a good fit: If you have a background in biostatistics, epidemiology, public health, or clinical informatics, your skills directly support data analysis, study design, and health economics, key components of RWE work. Top employers hiring: Flatiron Health, IQVIA, Pfizer, Evidera 2. Behavioral Health Informatics Why it’s growing: The mental health crisis has pushed governments and private startups to invest in digital mental health solutions. From telehealth platforms to state-run behavioral health programs, there's high demand for people who can optimize systems and interpret behavioral data. Why you’re a good fit: If you’ve studied public health, health informatics, or EHR systems and care about improving mental health access, this sector is built for you. These roles often involve workflow analysis, patient data reporting, and community health support. Top employers hiring: Talkspace, Headspace Health, community clinics, Medicaid programs 3. Hospital Quality & Safety Analytics Why it’s growing: U.S. hospitals are under increasing pressure to improve patient outcomes, reduce readmissions, and meet regulatory reporting requirements. They rely on data analysts and informatics professionals to make sense of patient data and improve care quality. Why you’re a good fit: If you’re trained in healthcare analytics, informatics, or public health policy, you can contribute to initiatives like value-based care, risk scoring, and quality improvement projects. Top employers hiring: Mayo Clinic, Vizient, Kaiser Permanente, HCA Healthcare 4. Healthcare Supply Chain Analytics Why it’s growing: Rising drug prices, equipment shortages, and pandemic-era disruptions have forced hospitals and pharma companies to rethink how supplies are managed. They’re hiring analysts to forecast demand, manage inventory, and improve distribution. Why you’re a good fit: If you know Excel, SQL, Power BI, or even just have strong quantitative reasoning, you can thrive in these roles. This sector values efficiency, data interpretation, and problem-solving. Share it with a friend who needs it. #HealthcareJobs #PublicHealthCareers #HealthInformatics #Biostatistics #HealthDataAnalytics

Healthcare is the number one industry in 47 of 50 US states.   That is not a sign of a healthy economy. That is a sign of a country that has quietly replaced manufacturing, agriculture, and technology growth with administrative healthcare jobs, most of which are about to be eliminated by AI anyway.   Paula Muto, MD, vascular surgeon and founder of UBERDOC, made this point on the show and it has not left my head. For 15 years, US job growth has been anemic across almost every sector except one. Healthcare. But the growth inside healthcare has been disproportionately in middle-layer administrative functions: prior authorization reviewers, claims processors, utilization managers. These are not clinical jobs. They are jobs created by the complexity of the payment system itself.   Now look at what 2026 is doing to those roles. UnitedHealthcare has already announced significant workforce reductions. AI is eating prior authorization from both sides of the transaction. Payers are automating what used to take a human reviewer an afternoon. Those jobs were going to disappear regardless of any policy reform.   The strategic question for health system leaders is not whether this happens. It is whether the leadership prepares for it with intentional workforce planning, or gets caught reactive when the layoffs come in waves.   Muto's argument is that the money freed up by that transition should flow to the patient through health savings accounts and to the clinician through direct reimbursement, rather than back into a new layer of administrative complexity. That is a defensible position, and it is one that independent physicians, rural health systems, and CFOs evaluating revenue cycle spend should all be thinking about right now.   The deeper point: the employer-based health insurance benefit originated in the 1940s as a wage freeze workaround. It is now functioning as a wage freeze itself, suppressing compensation across industries because benefit costs grow faster than revenue.   Search "The Podcast by KevinMD" wherever you listen to podcasts.   For health system leaders reading this: what is your organization's concrete plan for the administrative workforce when payer-side AI automation reaches full deployment in the next 18 months?   #ThePodcastbyKevinMD #HealthcareLeadership #HealthcarePolicy #PhysicianBurnout #HealthSavingsAccount

U.S. job growth is concentrated in one sector: healthcare. A report sharing the latest data on job growth suggests healthcare is in serious distress. --- Recently Eric Pachman published a report with data suggesting the U.S. labor market is riding a narrow line. Over 60% of all new private-sector jobs in the last year came from just two sectors: healthcare and social assistance. However, the report suggests policymakers may be oblivious to the vulnerability of the healthcare sector. --- Here are the three structural issues related to healthcare mentioned in Eric's report: 1. Healthcare jobs are now a primary driver of job growth across the entire economy. BLS data shows healthcare has delivered far more than its “fair share” of job growth across both short-term (1 year) and long-term (30 year) time horizons. The rest of the private sector is barely treading water. 2. Structural pressures in healthcare are increasing. -ADP’s employment data shows a possible contraction in healthcare jobs, even as BLS shows increases. -Medicaid cuts, now law, are projected to remove 10.5 million people from coverage by 2034. -Vertical integration and opaque discount-based contracts (especially in pharmacy) are eroding public trust and are facing regulatory backlash. If these discount-based prices come to an end, it is reasonable to expect profits to decline in the healthcare sector. US healthcare is facing both financial pressure and public resentment at the same time. 3. #Policy tools aren’t aligned with the problem. Monetary policy (the Fed lowering interest rates) can’t fix structural labor issues like those above. If healthcare hiring slows (due to reimbursement cuts, labor shortages, or transparency mandates), the ripple effects could reach every part of the economy. --- Eric recommends a few things for policymakers related to healthcare: -Acknowledge #healthcare as a structural pillar of the labor market. -Consider the labor market impacts of any cost-cutting or transparency reforms (e.g., #Medicaid policy, reimbursement models, and immigration frameworks) to ensure the workforce that delivers care is sustainable. -Since many current threats to the economy broadly and to healthcare employment specifically are structural and therefore cannot be addressed with monetary policy changes, such as interest rate cuts, more focus should move to fiscal/non-monetary policy. With an economy this reliant on healthcare jobs (and immigration) for growth/stability, we may be approaching a point where policy missteps in either arena could strain the entire labor market, not just the healthcare sector. --- Do you agree with the potential effects in this report? Are you worried about the structural impacts to healthcare from coming policy changes?

Cleveland Clinic and Dyania Health team up to use AI for faster, fairer trial recruitment: 🔍Cleveland Clinic is scaling Dyania Health’s Synapsis AI, an AI-powered recruitment platform, across its research enterprise to accelerate clinical trial enrollment 🔍Recruiting patients is a major bottleneck: 80% of trials miss timelines, and half of sites fail to enroll any participants 🔍Traditionally, research staff manually comb through medical charts to check eligibility, a process taking 30–120 minutes per patient and often missing people treated outside specialist centres 🔍 Synapsis AI automates this by scanning millions of records daily, from clinical notes to lab results and imaging, to flag patients as their eligibility changes over time 🔍 In a melanoma pilot, the AI identified all eligible patients in 2.5 minutes with 96% accuracy; by comparison, one nurse took 427 minutes at 95% accuracy and another 540 minutes at 88% 🔍 In cardiology, it reviewed 1.2 million records in a week and found twice as many eligible patients as three months of standard recruitment 🔍 The rollout is already improving diversity: in one cancer trial, 80% of participants came from community clinics usually overlooked in recruitment, and a cardiology trial saw a 37% increase in representation of underrepresented groups #DigitalHealth #AI

Your machines and people are draining your margins. The hidden cost eating away your manufacturing profits You have the raw material. You have the machines. You even have the demand. But your production is still delayed. Because your workforce isn’t aligned to your operations. - Skilled technicians are scheduled when no high-skill tasks are running. - Maintenance teams are overworked during peak load. - Project deadlines are missed due to poor shift planning. - Plant downtime increases because human resources are reactive, not predictive. It’s a planning issue. One mid sized FMCG manufacturing unit in Gujarat was losing ₹1.2 Cr/month due to idle labor hours, rework, and unplanned overtime. They ran a 3 month pilot with predictive staffing models: 1) Workforce demand synced with production load 2) Skill mapped scheduling for critical batches 3) 24x7 visibility into shift gaps and role clashes 4) Plant uptime increased by 18% In manufacturing, efficiency comes from planning smarter. If you're running plants without syncing workforce planning to production cycles, you're building inefficiency into your business model. Sooner or later, your margins will show it. #Manufacturing #WorkforceEfficiency #PredictivePlanning

ManpowerGroup published its 2024 Global Talent Barometer, which includes data on wellbeing, job satisfaction, and confidence by role and work location. The report is based on a survey of 12k workers in 16 countries this past Spring; I have attached the relevant pages here and a link to the full report is in the comments. Some interesting observations below. WELLBEING - Not surprisingly, middle managers and execs find more meaning, feel more aligned with company values, and have better work-life balance than everyone else...but they're just as stressed out. - Essential workers, sadly, have the worst work-life balance. - The more remote you are, the less your stress levels, and the better your work-life balance. But mostly onsite and hybrid improve meaning and values alignment. JOB SATISFACTION - Remote workers feel he lowest perceived level of job security, which tracks with recent attrition-based office mandates. - Interestingly, on the role side it's execs and senior leaders who feel the least secure, but they also have the highest trust in their managers and feel most confident in the ability to land a new role. CONFIDENCE - Execs and senior leaders are much more confident with tools and skill development than frontline and blue collar workers; same trend with workers onsite without a choice, likely an overlapping group. - Mostly onsite and hybrid workers feel the best about opportunities for promotion or mobility internally. I think most of this tracks with what we're hearing across the board, but Manpower's perspective as a global staffing agency introduces some new perspectives. Curious to know what jumps out to you? #futureofwork #hybridwork #remotework #flexiblework #RTO #mandate #employeeexperience #engagement #talent #leadership #recruiting

Healthcare job growth is slowing down and that should concern all of us. For much of the post‑COVID recovery, healthcare hiring carried the labor market. That momentum is now leveling off. What’s changing? Health systems are facing tightening federal funding, rising operating costs, and margin pressure. AI automation is reducing some administrative roles. Hiring is slowing even for licensed professionals like nurses and physical therapists. By the numbers: Healthcare added ~34,000 jobs per month last year down from a monthly average of ~56,000 during the post‑pandemic surge. Economists note this signals a return to a slower, pre‑pandemic growth pattern after years of backfilling burnout and deferred care. Why it matters: Safety‑net systems are already feeling the strain, with layoffs tied to projected Medicaid shortfalls. While clinical roles are more insulated from automation, workforce anxiety is growing evidenced by recent labor actions calling for clearer guardrails around AI in care settings. Slower hiring risks widening access gaps and exacerbating existing health disparities, especially in underserved communities. The opportunity: AI can and should be used to extend the clinical workforce, not replace it. But that requires thoughtful implementation, transparency, and investment in the people delivering care. Bottom line: A stabilizing healthcare labor market may look like a return to “normal,” but without intentional policy and workforce strategies, the consequences for access and equity could be anything but. #HealthcareWorkforce #HealthEquity #AIinHealthcare #Medicaid #HealthPolicy #CareDelivery

In the recently-released OECD Social Health at a Glance report, we highlight that the #healthcare workforce is expanding rapidly, with foreign-trained workers playing a crucial role in addressing the growing demands. The health and social care sector now employs more individuals than ever before, with approximately one in nine jobs in 2023 within the OECD attributed to health or social care, a number expected to rise due to aging populations. As the working-age population declines in many OECD countries, meeting the escalating demand poses significant challenges. To bridge the workforce gap, countries are increasingly relying on foreign-trained professionals. In 2023, an average of 20% of doctors in OECD countries received their training abroad, marking an increase from 16% in 2010. While these international recruits offer immediate assistance, their recruitment to address structural shortages introduces complexities into #workforce planning and may exacerbate deficits in their home countries. It is crucial for governments to prioritize investment in training programs, enhance retention strategies, and boost productivity to effectively manage the surging demand for healthcare services. For further insights, delve into the 2025 Health at a Glance report: https://lnkd.in/eED2sQ-W #Healthcare #WorkforcePlanning #OECDHealthcareTrends

Two years ago, while working at a startup, I helped reduce overtime hours in warehouse operations by 70% by leveraging data and systems. -- When I joined the company, I spent the first month observing the operations. -- I identified many inefficiencies in the processes; there were no proper SOPs, and systems were lacking. -- Although people were working hard, their roles and responsibilities were not properly allocated. -- Some employees were manipulating overtime hours by slowing down their work progress. After the first month: -- I began an in-depth analysis using data and systems. -- I restructured the operations, replacing a single shift with two shifts. -- I dismantled existing group cliques to improve workflow and collaboration. -- I implemented a more efficient operational structure by training employees in different skills for cross-utilization. -- I created a proper roster to ensure everyone received one day off per week. Prior to this, weekends were often blocked due to the lack of roster management . The game-changer was introducing performance metrics and an incentive structure: -- I discussed with the organization that if they were paying for 300 overtime hours, I would only need 100 overtime hours for incentive purposes. The goal was not to require extra hours but to use that budget for incentivizing employees. -- I began tracking individual performance and incentivized high performers, which motivated others to also give their best effort. Everyone has the data , but how to use it is the real question?

I was reviewing Q3 budget reports with a regional team last week and one property manager said something that stuck with me: "We held the line on every single salary increase request this year, but somehow we're still $200K over budget on labor and vacancy. What are we missing??” I think there’s an important lesson in here. The scenario: Your maintenance person quits mid-January. Asset management sees the replacement market rate is $23/hour, but your budget shows $22/hour. They push back: "Can we stay within budget?…that's only a dollar difference”. Let me show you what that dollar actually costs when you trace it through: Step 1: Look at what happens immediately. You can't leave the work undone, so, your other maintenance tech starts working overtime to cover = $2,640/month. You bring in a temp worker while searching = $3,360/month. Total: $6,000/month vs your $3,520 budget You're now $2,480 over budget. Step 2: Check your unit turns. Pull your turn times…Normal: 5 days to turn a unit. With temp coverage: 15 days (10 days longer) - Your rent: $2,000/month = about $67/day. - 10 extra days = $670 lost rent per unit. - You turn 10 units this month = $6,700 in lost rent. Step 3: Add it up and calculate month 1 total damage. - Extra labor costs: $2,480. - Lost rent: $6,700. - Total: $9,150. You tried to save $160 that month ($1/hour difference). It cost you $9,150. The position stays open because you're holding firm at $22/hour. Good candidates keep passing. As a result, this continues: - Month 2: another $9,150. - Month 3: another $9,150. - By month 6: $55,000+. - Full year if it continues: $110,000. You "saved" about $2,000 for the year. It cost you $110,000. Ironically, that one budget decision created problems in two different places: 1) Higher labor costs (overtime + temps). 2) Slower unit turns (lost rent). And both kept happening month after month. TAKEAWAY: Next time you're reviewing variances, try this: Pick any line item running over budget. Now trace it backward (what caused this?) and forward (what is this causing?). Map it across categories. Project it across time. The variance you see on paper is rarely the full story. It's usually just the first domino. And by the time you're looking at Q3 numbers wondering what happened, that small decision from January has quietly compounded into something 50x bigger.