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Pathways to Employee Success and Retention
Introduction
In a competitive environment it is important to cultivate and sustain employment to achieving long-term success. To reach this goal, I would assess the current systems used to develop staff and measure employee success and satisfaction at the hospital. From there, I would use collected data from various sources to suggest possible solutions that could improve talent development, retention and employee satisfaction. In addition to these suggestions, I would provide practical approaches to implement the changes such as structured training programs and creating an open feedback loop between staff and management. As an HR professional at the hospital facing a high rate of turnover and a lack of employee engagement, my next step in confronting the HR challenge from a competitive standpoint would be to gather more information about the causes of the turnover and the factors that are contributing to the low levels of employee engagement. This could involve conducting additional employee surveys, focus groups, or exit interviews to gather more detailed information about the reasons for turnover and the areas of concern for current employees.
Identifying and Addressing Causes
To begin, I would develop a plan to address the identified causes of turnover and improve the employee experience. This could involve implementing new programs and initiatives that are designed to improve career development and advancement opportunities, increase work-life balance, and make the hospital a more attractive place to work (Dousin et al., 2021).
To present these proposed changes to my supervisors and the hospital director, I would first conduct a thorough analysis of the cost and feasibility of implementing these programs, as well as the potential benefits and impacts on employee retention and engagement. I would also consider any potential challenges or objections that might be raised by other stakeholders, such as the HR director, medical staff leaders, or others, and be prepared to address these concerns as part of my presentation.
In addition to gathering more information about the causes of turnover and the factors contributing to low levels of employee engagement, I would also research best practices and case studies from other organizations that have successfully implemented similar programs and initiatives to improve the employee experience. This would help to inform my recommendations and provide a stronger rationale for the proposed changes.
Some of the challenges that I might face in introducing these changes include concerns about the cost of implementing and maintaining these programs, resistance from employees or other stakeholders to change, and the time and effort required to make changes to the organizational culture. To address these challenges, I would need to carefully...…are designed to improve work-life balance and increase employee satisfaction (Roth et al., 2021).
Some examples of programs that the hospital could introduce to improve the employee experience include:
Professional development programs: These could include tuition assistance, scholarship programs, and joint university and technical certification programs to help employees advance their careers and improve their skills (Kurniawaty et al., 2019).
Cross-field rotations: These could allow employees to gain experience in different areas of the hospital and broaden their skill set.
Work time for physical fitness: This could include providing access to on-site fitness facilities or offering incentives for employees who engage in physical activity during work hours.
Co-located complimentary daycare: This could provide convenient and affordable childcare options for employees who work second and third shifts.
A gourmet cafeteria: This could provide a more enjoyable and appealing dining experience for employees, which could help to improve morale and overall satisfaction.
Conclusion
Overall, these programs are intended to improve the employee experience by providing more opportunities for development, increasing work-life balance, and making the hospital a more attractive place to work. Todays employees want a work-life balance that works for them; they want a workplace environment that is inviting and supportive; they a healthy lifestyle that is not overrun by stress (Panda & Sahoo, 2021). To enhance the employee experience,…
References
Dousin, O., Collins, N., Bartram, T., & Stanton, P. (2021). The relationship betweenwork?life balance, the need for achievement, and intention to leave: mixed?method study. Journal of advanced nursing, 77(3), 1478-1489.
Heriyadi, H., Tjahjono, H. K., & Rahayu, M. K. P. (2020). Improving organizationalcitizenship behavior through job satisfaction, leader-member exchange, and work-life balance. Binus Business Review, 11(2), 97-104.
Kurniawaty, K., Ramly, M., & Ramlawati, R. (2019). The effect of work environment,stress, and job satisfaction on employee turnover intention. Management science letters, 9(6), 877-886.
Panda, A., & Sahoo, C. K. (2021). Work–life balance, retention of professionals andpsychological empowerment: an empirical validation. European Journal of Management Studies.
Roth, C., Berger, S., Krug, K., Mahler, C., & Wensing, M. (2021). Internationally trainednurses and host nurses’ perceptions of safety culture, work-life-balance, burnout, and job demand during workplace integration: a cross-sectional study. BMC nursing, 20(1), 1-15.
Wardana, M. C., Anindita, R., & Indrawati, R. (2020). Work Life Balance, TurnoverIntention, And Organizational Commitment in Nursing Employees at X Hospital, Tangerang, Indonesia. Journal of Multidisciplinary Academic, 4(4), 221-228.
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