How to Tackle the Shortage of Cybersecurity Workforce in Healthcare...
healthcaretechoutlook

How to Tackle the Shortage of Cybersecurity Workforce in Healthcare Organizations?

By Healthcare Tech Outlook | Tuesday, August 13, 2019

Cybersecurity in HealthcareThe workforce lacks proper training to handle cybersecurity, which results in the downfall of the organization.

FREMONT, CA: In today's cybersecurity environment, there are still a very tiny proportion of hospital managers who still think they are well protected against cybersecurity threats. The situation is mature with current technology, each of which claims to be the next discovery to safeguard healthcare organizations from cybercrime. But we also see many of the same alternatives sit for months or years after acquisition on shelves. A shortage of skilled cybersecurity experts appears to be the prevalent component with these circumstances.

Below are six suggestions to solve the shortage of employees in cybersecurity:

• Understand Cybersecurity Skillsets: Recruiting skilled experts in cybersecurity needs recognition that cybersecurity and IT are distinct career areas, each with several sub-specialties. These specialties range from developers (security architects) and constructors (security engineers) to operators (security operations) and evaluators (analysts). Organizations also need positions of management that can handle safety initiatives and teams. Some of the abilities overlap with traditional IT positions, but the main focus needs to be broader than technology and align individuals and processes with safeguarding systems outside the conventional influential IT sphere, including medical devices, as well as patient associates, suppliers, and even wearables.

• Develop Future Career Routes for Experts in Cybersecurity: Cybersecurity positions applicants are looking for a career ladder that will enable them to develop professionally as they obtain new knowledge and certifications. With work explanations, required education, and certification requirements, the executive team should promote the creation of a career ladder for each track. It is not essential to fill all these positions, but it is necessary to let candidates understand that as the organization matures, there is a future career route. By not recognizing a growth chance, organizations will discover their staff shifting to other possibilities to move forward.

• Conduct a Wage Study: The executive team should direct HR to conduct a wage study using fresh work descriptions. According to Research Study 2018 (ISC) 2, there are nearly 3 million open cybersecurity positions globally, a number that is overgrowing as cyber-attacks continue to target an ever-increasing amount of linked devices. This unbalances in supply-demand drives salary expectations above a typical IT pay band. This only improves the need for top talent to refocus on non-traditional technology that supports our hospitals and adds upward stress with the latest revelation that linked medical devices are significant dangers.

• Seek Methods to Train Current Employees to Take Positions in Cybersecurity: There are countless possibilities for instruction, but only a few are specialized in cybersecurity and risk management in health care. Since only 22 percent of the compulsory safety components are solely technical in the HIPAA Security Rule and the NIST Cyber Security Framework, there are ample other growth areas in cybersecurity careers. Managing seller and other third-party hazards, for instance, is one of the significant growth fields that fresh healthcare practitioners need. Consider a recent wage study as the value they contribute to the organization will probably require extra compensation when non-security employees receive security training.

• Look to Move into the IT Departments Some of the Simpler Safety Duties: Security teams usually use network vulnerability scans to locate unpatched devices and then transmit that data for remediation to the IT or clinical engineering employees. By increasing the spectrum of safety maturity leadership by IT and clinical engineering organizations, CIOs can concentrate on enhancing the patch management process. Such scans are still needed to validate that the patch management program is useful, but before the scans are performed, an adequately managed patch management program would have identified and remedied vulnerabilities. Therefore, scans would serve as a validation that the method of patch management works instead of identifying gaps that need to be corrected later.

• Leverage Outsourcing Functions: Hospitals should consider taking advantage of outsourcing features with big economies of scale, such as safety operations centers or SOCs. As the number of installations monitored rises, there is a minimal increase in the workload, so commercial healthcare-specific SOCs are not just financially sound choices; they provide the advantage of a cross-industry view.

In conclusion, until hospitals can address their shortages of cybersecurity abilities, they will continue to struggle with safety gaps. Addressing this need needs progressive leadership and a desire to escape the paradigm of the last decade.

Weekly Brief

New Editions