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The Employee Experience - Pathways to Employee Success and Retention

Capella University

HRM-FPX5060: Sourcing and Managing Talent in the Workplace

Brandon Mathews
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The Employee Experience - Pathways to Employee Success and Retention

The employee experience is crucial in determining job satisfaction, organizational

commitment, and employee retention (Cascio, 2022). In a large teaching hospital, ensuring that

employees feel valued, supported, and provided with opportunities for growth is essential. Given

the high turnover rates among several key occupations and the competitive environment created

by a nearby hospital with an advanced employee experience program, addressing these issues

promptly and effectively is imperative.

Presenting Differences to Supervisors and Hospital Director

To tackle the competitive HR challenge, the first step should be to present a

comprehensive comparison of our hospital’s employee experience programs with those of our

competitor to the supervisors and the hospital director. This presentation will highlight the areas

where our hospital lags and underscore the need for strategic changes to enhance employee

satisfaction and retention.

By presenting concrete data, we can facilitate informed decision-making among

leadership, ensuring that our HR strategies are aligned with the broader goals of the hospital,

such as improving patient care and reducing turnover costs. This alignment requires top-level

buy-in, and securing the necessary resources for implementing new programs necessitates

approval from the highest levels of management.

Competitive Analysis and Proposed Recommendations

The approach involves conducting a detailed comparative analysis of the benefits offered by the

competitor hospital, such as advancement opportunities, tuition assistance, and work-life balance

programs. Additionally, we will provide data on turnover rates, the cost implications of turnover,

and how these issues are affecting patient care and institutional knowledge. Incorporating
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insights from exit interviews and engagement surveys will illustrate current employee sentiment

and highlight areas needing improvement (Gallup, 2020).

Our proposed programs aim to address these challenges and provide a competitive edge:

1. Career Development Programs: By introducing joint university and technical

certification programs, we create clear career pathways, enhancing job satisfaction and

retention (SHRM, 2020). This directly counters our competitor’s advancement

opportunities.

2. Tuition Assistance and Scholarships: Offering tuition assistance and scholarships for

advanced programs encourages employees to further their education, fostering loyalty

and long-term commitment. This measure makes our hospital more attractive to

prospective employees.

3. Work-Life Balance Initiatives: Implementing work time for physical fitness and co-

located daycare for staff working second and third shifts will improve overall employee

well-being, making our hospital a more attractive workplace compared to our competitor.

4. Cafeteria Upgrades: Providing healthier and more diverse meal options will create a

supportive work environment, contributing to employee satisfaction and retention.

5. Mentorship and Career Guidance: Developing mentorship programs and regular career

development discussions with team leaders will provide employees with the support they

need to navigate their careers successfully within the organization (Keswin, 2022).

Research and Data Collection

Making substantial changes requires thorough research to ensure the proposed programs

are feasible and will effectively address the identified issues. This involves conducting

benchmarking studies to compare our hospital against industry standards and the competitor
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hospital, including examining best practices in employee experience and talent development

(Deloitte, 2016). Additionally, a detailed cost-benefit analysis is necessary to evaluate the

financial implications of implementing new programs versus the cost of high turnover rates. To

gain deeper insights into the specific needs and preferences of our employees, we will utilize

surveys, focus groups, and interviews.

Challenges From HR Director and Medical Staff Leaders

Challenges from the HR Director and medical staff leaders are anticipated, primarily related to

budget constraints, cultural resistance, and operational disruptions. Securing the necessary

budget to implement new programs is a significant challenge, as the HR director might be

concerned about the immediate costs associated with these changes. To address this, presenting a

clear cost-benefit analysis showing long-term savings from reduced turnover and improved

employee productivity is essential (Bersin, 2016).

Cultural resistance from medical staff leaders may arise due to ingrained norms and skepticism

about the impact of new programs. To mitigate this, engaging key stakeholders early in the

process, demonstrating the positive outcomes from other organizations, and involving them in

designing and piloting new initiatives is crucial.

Operational disruptions might occur during the implementation of new programs. To minimize

these disruptions, planning a phased implementation with pilot programs is recommended,

allowing adjustments based on feedback to ensure smooth integration into hospital operations.

Mitigating Cost of Current Turnover and Loss of Institutional Knowledge

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While enhancing employee experience can implicitly reduce turnover, explicit strategies

are needed to mitigate the loss of institutional knowledge. Knowledge management (KM)

practices will play a critical role in this regard.

1. Knowledge Management Systems: Implementing a robust KM system to capture and

store critical knowledge ensures that essential information is retained within the

organization. This can involve creating a digital repository where documents, procedures,

and expert insights are stored and easily accessible.

2. Structured Onboarding Programs: Developing comprehensive onboarding programs

for new hires will facilitate the transfer of knowledge from experienced staff to new

employees. This program can include mentorship, detailed process documentation, and

training sessions.

3. Exit Interviews and Knowledge Transfer: Conducting detailed exit interviews focused

on knowledge transfer can help capture departing employees’ insights. Establishing a

handover process where outgoing employees document their tasks and responsibilities

will help maintain continuity.

4. Continuous Learning Culture: Promoting a culture of continuous learning and

development will ensure that employees constantly update their skills and knowledge,

reducing the impact of turnover.

By incorporating these strategies, we can mitigate the costs associated with turnover and

the loss of institutional knowledge, ensuring the quality of treatment remains high
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References

Bersin, J. (2016, September 21). The Future Of Work: It’s Already Here -- And Not As Scary As

You Think. Forbes. https://www.forbes.com/sites/joshbersin/2016/09/21/the-future-of-

work-its-already-here-and-not-as-scary-as-you-think/?sh=64b2a1c14bf5

Cascio, W. F. (2022, September 2). Influence of Human Resource Management Practices on

Employee Performance. strategicjournals.com.

https://strategicjournals.com/index.php/journal/article/view/2312

Deloitte. (2016). Global Human Capital Trends 2016: The New Organization – Different by

Design. [Fact sheet]. Deloitte University Press.

https://www2.deloitte.com/content/dam/Deloitte/global/Documents/HumanCapital/gx-

dup-global-human-capital-trends-2016.pdf

Gallup. (2020). State of the American Workplace report.

https://www.gallup.com/workplace/285818/state-american-workplace-report.aspx

Keswin, E. (2022, December 1). To Retain Your Best Employees, Invest in Your Best Managers.

Harvard Business Review. https://hbr.org/2022/12/to-retain-your-best-employees-invest-

in-your-best-managers

SHRM. (2020). Employee Job Satisfaction and Engagement: The Doors of Opportunity are

Open. [White paper]. https://www.shrm.org/content/dam/en/shrm/topics-tools/news/hr-

magazine/Employee-Job-Satisfaction-Engagement