While some factors can be more difficult to improve in the healthcare setting, Huron’s research highlights several high-value opportunities for leaders to enhance workplace culture and employee sentiment. These include better role alignment, professional growth opportunities, formal recognition, and cultivating a sense of value and belonging.
“With the right information and data, leaders can work smarter, not harder, to build workplace satisfaction and engagement,” says Miller.
Here are three ways healthcare leaders can think about their talent strategies:
- Maintain: These are areas where leaders should continue their efforts. For example, workload surfaces as the No. 1 concern for nurses, physicians, and nonclinical staff, including those in digital, technology, operations, finance, and marketing functions.
- Focus: These are areas where leaders should increase their efforts. Trends from the research indicate that feeling valued is a prime opportunity to improve relationships with clinical staff. Professional growth and access to data, technology, and analytics are areas that could enhance the job experience for nonclinical staff.
- Reallocate: These are areas where leaders should refocus their efforts. Understanding what your people value can reveal where high-investment programs would be better allocated. This enables leaders to shift their focus from areas that have little impact on employee satisfaction and engagement. For example, financial incentives and bonuses may have less influence within certain functions.
While focus areas will vary among organizations, the research confirms that talent strategies must evolve to support employee needs and values. A holistic, people-focused approach will be pivotal in securing the best talent and ensuring organizational sustainability. For those willing to listen and act, there are substantial opportunities to improve retention and recruitment efforts and become an employer of choice.
For more insights, read Huron’s Healthcare Talent Research report.