As the health care industry notoriously faces ongoing workforce shortages, combined with evolving technology and growing patient demands, many organizations are beginning to ask an important question: Do all roles truly require traditional degrees, or are skills and experience just as—if not more—valuable?
The concept of skills-based hiring, or hiring based on demonstrated skills rather than formal educational credentials, is gaining traction across multiple industries. In health care, where academic qualifications are non-negotiable for clinical roles such as physicians, nurses, and pharmacists, this hiring approach may seem counterintuitive. However, in non-clinical, administrative, IT, and certain clinical support positions, a skills-first approach is proving to be a strategic advantage.
I believe that when used thoughtfully and appropriately, skills-based hiring in health care can accelerate talent acquisition, foster innovation, and ultimately strengthen the quality of care delivery.
The move toward skills-based hiring is largely driven by necessity. Talent shortages remain a persistent challenge in health care, especially in administrative and tech-enabled roles. Organizations are increasingly reconsidering whether requiring a specific degree for every position is limiting access to capable talent.
Notably, there are 70 million Americans who fall into the category of STARs— individuals “skilled through alternative routes” such as community college, military service, or on-the-job training. These individuals, while lacking a formal bachelor’s degree, bring practical, adaptable skills that can meaningfully contribute to an organization’s performance.
And there’s a notable upside: According to the same report, employees hired through skills-based criteria tend to stay longer. Research shows they have a 9% longer tenure compared with their traditionally credentialed counterparts—an important metric in an industry often battling high turnover.
In addition, shifting toward skills-based hiring can also promote equity, reducing the bias often built into degree-based screening. It allows health care organizations to assess candidates more holistically and opens doors to those who may not have followed a traditional academic path but bring high potential and real-world value.
WHAT SKILLS-BASED HIRING LOOKS LIKE IN HEALTH CARE
In my experience, adopting skills-centric hiring in health care is less about lowering standards and more about widening the lens through which we evaluate talent. Here are a few areas where this approach is gaining ground:
1. Health care IT and data roles
As hospitals and health systems accelerate digital transformation, there’s growing demand for IT professionals, analysts, and cybersecurity experts. For many of these roles, demonstrated proficiency in tools, platforms, and creative problem-solving often outweighs a specific degree—especially when up-to-date technical certifications and project portfolios are available.
2. Administrative and operational support
Front office staff, revenue cycle managers, and scheduling coordinators are essential to health care operations. Many of these roles benefit more from strong interpersonal skills, digital literacy, and customer service experience than from a four-year degree.
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Leaders who embrace flexibility and rethink outdated hiring models may find themselves better positioned to build future-ready teams.
