At Floyd Lee Locums, the highest-ranked supplier organization on the Best Places to Work list, Lee partially attributes the low staff turnover rate to the benefits package. The company pays 100% of the medical, dental and vision plan premiums for staff members and dependents.
She points to its culture, as well. Floyd Lee Locums recently launched two employee-focused initiatives: The “We Serve” campaign encourages staff to engage in volunteer activities during their work hours, while the “We Sustain” campaign gives employees free round-the-clock telehealth access to physicians, mental health counselors, breastfeeding support and chaplains for all belief systems.
“It’s not about religion—it’s all about caring and concern for the employee,” Lee said. “That’s a piece of how we help people deal with life and stress.”
The majority of staff work remotely full time at Floyd Lee Locums, which embraced work-from-home policies before the pandemic.
“They can figure out how to flex their day so they get their work done but are also able to prioritize things that are important, like picking kids up from the bus stop,” Lee said.
The HCA Houston Healthcare Gulf Coast Division Office, in Texas, also seeks to curate a supportive environment.
“It doesn’t just happen that you are a nice person and you get highly engaged colleagues,” said Doug Goodman, Gulf Coast Division regional human resources vice president. “You have to take action to get the outcome.”
Twice-annual surveys sent to the staff are taken seriously.
“Every leader is responsible for sharing those results with their colleagues and for developing action plans,” Goodman said.
Leaders at the Gulf Coast Division Office, the highest-ranked provider organization on the list this year, are held accountable for sustaining engagement and retention metrics and adhering to best practices—such as connecting with new hires at regular intervals—associated with high employee engagement.
Career development and growth are top priorities.
“We are constantly having conversations, during evaluations or just during rounding, to say, ‘I know I asked you this recently but has anything changed? Where do you want to be, and how can I help you get there?’ ” Goodman said.
The division, including the office, makes use of an employee recognition program, in which leaders are given a quarterly budget of “care recognition” points to reward team members for their performance.
Goodman shares the information at a meeting including all facility CEOs in the division to “demonstrate to them that there’s a strong correlation between leaders using their care recognition points and higher employee engagement,” he said.