CU Business Employee Experience Pathways to Employee Success & Retention Paper

Prepare a  report on how you plan to approach employee talent  development, employee success, retention, and the employee experience  issues with viable recommendations for solutions.

What is the employee experience from the employee’s perspective? The  employee experience is when an employee considers their work more than  just a job. Employers hope for that possibility, even though it is  unlikely every employee in the organization will attain a high level of  enjoyment from their work and their work environment. The employee  perspective means pride in their employment and a passion for what they  do, whom they do it with, and respect for their organizational  leadership. 

We have arrived at a time in history where talent matters and  retaining that talent is not a simple or inexpensive process. Employees  today desire a great deal more than employees have in the past. Work has  become more important to employees than ever before. Expectations for  dynamic, interesting work and a work environment that enhances the  process of work grows ever greater each year. The workplace takes up the  vast majority of an employee’s life, and this previously accepted  tradition of work not being fun or even tolerable has been rejected. In  addition, the idea that an employee’s career is for them to manage may  be true, but management can make that a great deal more exciting and  productive if the pathways to success are clear and available.

Assessment Introduction

Scenario

You are an HR professional at a large teaching hospital with  responsibility for the areas of employee talent development and employee  experience (sometimes called employee perspective). The hospital’s  mission is to integrate a broad spectrum of clinical care, teaching, and  research, with special emphasis on the health of children and their  families, for two states on the east coast of the United States.

Recently, you have observed high rates of turnover across a number  of occupations. Licensed practical nurses, radiologist technicians,  surgical technicians, pharmacy technicians, medical assistants,  laboratory technicians, and dietitian assistants are at the top of the  list of people your hospital cannot keep. You have been conducting exit  interviews and talking to current employees about what the areas of  concern are that could be influencing the high rate of turnover.

As it turns out, another hospital in the area that has been  aggressively recruiting new employees. The hospital is associated with a  medical school and an external physician assistance program. They are  using a completely new employee experience approach that includes:

Advancement opportunities through joint university and technical certification programs.

Cross-field rotations.

• Tuition assistance.
• Scholarship programs for entry into the physician assistant program.
• Work time for physical fitness.
• Co-located complimentary daycare for second and third shift staff.
• A gourmet cafeteria.  
• These benefits are part of what the private hospital calls a  comprehensive work-life career-investment program for employees. Your  institution has a legacy cafeteria and nothing that mirrors the other  hospital’s employee experience program. Additionally, recent engagement  surveys indicate that employees are not getting the career guidance from  team leaders and supervisors that they think they should. Several  surveys of employees found that they felt they are not valued or  considered part of the organization and that “only doctors and RNs  really mattered.”
• Your Challenge

This assessment examines how to assess the effectiveness of employee  talent development and employee experience (employee perspective).  Consider the challenging conditions that you would face in the situation  presented.  

What would your next step be in confronting the HR challenge faced  by the hospital from a competitive standpoint? Should you present the  differences between your hospital and its competitor’s programs to your  supervisors or even the hospital director? If yes, why, and how would  you go about that? If not, what would your rationale be for your  decision?

What research would you do? Making the type of changes that the  other hospital made is a major effort in cost and from an organizational  culture and employee-valuing perspective. 

What challenges might you face from your own HR director? From  medical staff leaders and others? The cost of current turnover is coming  close to 15% of yearly salary for some positions, and the loss of  institutional knowledge is affecting treatment quality, according to a  panel of physicians and nursing staff. 

• What new and different programs might be introduced into the  organization to improve the employee experience considering the scope of  challenges that were discussed in the introduction?
• Assessment Instructions
• Prepare a 3–4-page report that states your recommended course of action. Along with your recommendation, include the following:

Analyze, from a competitive standpoint, how proposed recommendations address the HR challenge faced by the hospital.     

What is the scope of the differences between your hospital and its competitor?

What would it take to emulate the competitor’s programs??

Describe key factors considered to support the major effort and  cost it would take to enact changes in organizational culture, which  could be embraced by employees.     

• What challenges would be faced by trying to emulate the competitor’s programs?

What would the risks be by not addressing the differences between your hospital and its competitor?

• Explain how to mitigate cost of current turnover and the loss of institutional knowledge that is affecting treatment quality.     
• What is causing the turnover?
• What actions can you take to address the issue?

Describe programs you would introduce to improve the employee experience.     

• What are the different parts of your programs?
• What are they intended to do??