Listen and Learn: Healthcare Leaders’ Most Valuable Resource are their Human Resource
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Mentor Information
Dr. Donna Lee-Ettel Gambino
Description
One of the biggest challenges facing healthcare is the deficit of human resources. Recent studies have proposed that greater retention would be a remedy. The purpose of this study was to examine employee retention strategies within a multi-hospital system in the Midwestern United States. A questionnaire that measured factors of retention was administered during June until August 2023 at a hospital system. The responses were collected across all departments (n=308). The independent variables were the number of days of employment (30, 60) when the questionnaire was administered. The dependent variables were the employees’ agreement with the following questionnaire statements: 1) the position met expectations; 2) proper resources and supplies were available to succeed; 3) challenging position; 4) comfort within their role; 5) high productivity; and 6) desire more educational and training opportunities. A MANOVA was conducted to identify differences between groups. There were statistically significant findings as evidenced by Wilk’s Λ (6, 301) = 0.61, <0.0001. One-way ANOVA contrasts identified five statistically significant differences: 1) employees (77%) reported they had the proper resources to be successful (<0.05); 2) employees (49%) reported they were challenged by their position (<0.05); 3) employees (87%) reported comfort in their position (<0.05); 4) employees reported high productivity (<0.05); and 5) employees (66%) reported more training would be beneficial (<0.05). Human resource leaders who are cognizant of and supportive with identifying key drivers may have the opportunity to leverage retention. To see a payoff in patient care, executive leadership must invest in a stimulating employee experience.
Listen and Learn: Healthcare Leaders’ Most Valuable Resource are their Human Resource
One of the biggest challenges facing healthcare is the deficit of human resources. Recent studies have proposed that greater retention would be a remedy. The purpose of this study was to examine employee retention strategies within a multi-hospital system in the Midwestern United States. A questionnaire that measured factors of retention was administered during June until August 2023 at a hospital system. The responses were collected across all departments (n=308). The independent variables were the number of days of employment (30, 60) when the questionnaire was administered. The dependent variables were the employees’ agreement with the following questionnaire statements: 1) the position met expectations; 2) proper resources and supplies were available to succeed; 3) challenging position; 4) comfort within their role; 5) high productivity; and 6) desire more educational and training opportunities. A MANOVA was conducted to identify differences between groups. There were statistically significant findings as evidenced by Wilk’s Λ (6, 301) = 0.61, <0.0001. One-way ANOVA contrasts identified five statistically significant differences: 1) employees (77%) reported they had the proper resources to be successful (<0.05); 2) employees (49%) reported they were challenged by their position (<0.05); 3) employees (87%) reported comfort in their position (<0.05); 4) employees reported high productivity (<0.05); and 5) employees (66%) reported more training would be beneficial (<0.05). Human resource leaders who are cognizant of and supportive with identifying key drivers may have the opportunity to leverage retention. To see a payoff in patient care, executive leadership must invest in a stimulating employee experience.
