What does it take to be named the #1 place to work in healthcare? This discussion explores how a people-first culture, strong performance, and continuous improvement drive success, along with the responsibility to keep raising the bar.
Transcript:
Robert Tindell:
Yolanda, I mean, we’re still basking in the glow of celebrating modern healthcare’s number one place to work in healthcare. I know what it means to me, but what does it mean to you?
Yolanda Walker:
Oh my God, Robert. Yeah, I’m like you basking in the globe, but when I think about it personally, it’s really validating. It just tells us all the great things we’ve been doing throughout the years, that it’s real and it’s embedded in our culture and it’s rooted in purpose and respect and in opportunity, really, for all. And so I just think about how it’s impacting our people and that it’s just validating. It’s very purposeful, I will put it that way.
Robert Tindell:
Totally agree. I mean, I think it validates that the culture’s real. We’ve had these aspirational goals in the past, but it kind of puts a stamp on that validation.
Yolanda Walker:
Absolutely.
Robert Tindell:
Personally, I’m just ecstatic for our team, that they’re being recognized, that they’re being heard. And from a professional standpoint, it kind of goes back to strategy for me and it goes back that culture. And performance go hand-in-hand.
Yolanda Walker:
That’s right.
Robert Tindell:
So we’ve had the performance there for a while and now that the culture’s being recognized as well, and they do go hand-in-hand.
Yolanda Walker:
It’s great to be at the top, but you think about number one, it’s like you’re all alone. Like, number one is number one. And so when I think about that professionally, it’s like, what got us here? And you think about the opportunities that our people have to grow within the organization. And this is them saying, “This is where I love to work.” That just warms my heart, personally and professionally, that we’re just doing the right thing by our people. But I always think about now what’s next. We’re number one and you can’t get higher than number one, but how do we keep number one? And so it’s like, how do we elevate what we’re doing? And so I just think about what’s next. It excites me.
Robert Tindell:
Yeah, I think we’ve done that for years. We’ve always been looking at how do we support our team members better? How do we support them deeper? And we’ve never instituted programs and taken care of our teams to try to be the best place to work in healthcare, we’ve done it because it’s the right thing to do. And it’s taking care of our associates, it’s working hard in the trenches every single day. Being recognized as being the best place to work, it does put additional energy into it. And what’s next? What can we do different? How can we level up? How do we take it up the next notch?
But we’ve seen it from an outcome standpoint. You mentioned career pathways and growth within an organization. Right now, we’re promoting. Over 50% of our managers are coming from internal fill rates. So that’s outstanding. We’ve always said we wanted to be there and we want to be at 100%, but at least 50% of our promotions are coming from within. So that’s great. We’re seeing it from a turnover standpoint.
Yolanda Walker:
Absolutely.
Robert Tindell:
Voluntary turnover for the last 12 months is the lowest level It’s ever been. So not only are they saying the great things about how they feel about the culture and the organization, it’s reflective in their actions as well.
Yolanda Walker:
Yeah. Even I think about, to your point, turnover, the engagement scores are up as well. And then my favorite is retention is up. Like, we’re the only sector that’s 90% retention, and so to be able to say that speaks volumes, that we are at 90% of our salaried associates are retained for over a year.
Robert Tindell:
Yeah, that’s outstanding. I’m mystified by that every single month when the report comes out. And it’s single-digit management turnover. It’s unbelievable. In an industry that like we’re in, where total turnover for associates can be 70-100% and if you get 60%, it’s outstanding, and we have management in the single digits. We have total turnover in the 30s. Half the best-in-class rate, it’s unbelievable.
Yolanda Walker:
Unbelievable. Amazing.