Employee Engagement

This Week in Employee Experience: January 7

Here’s our weekly roundup series to help you stay connected to the often overwhelming landscape of employee experience thought leadership. Start here to narrow down your search each week!

Stay connected with Maritz Employee Experience on Twitter and  LinkedIn. 

From Maritz Employee Experience (EX): 

12 Employee Experience New Year’s Resolutions Managers Can Actually Follow Through On — Not every resolution has to contemplate epic personal change. Your work life is much easier to navigate. With that in mind, here are 12 actually keep-able New Year’s resolutions that any manager can use to improve their team’s employee experience in 2019. They’re easy, because instead of expecting you to move (and keep moving) mountains, they only ask that you take a slightly different perspective on yourself and your team.  

New On The HRX:  

How to Get Your C-suite To Care About Culture — How can HR professionals help C-suite leaders care about culture? Or, even better, help senior leaders proactively engage in culture management? 

From the Web:  

The Cost Of Employee Disengagement In The Age Of The Customer — It can be hard in the workplace to balance a festive atmosphere with simultaneously keeping employees focused and productive. One recent study found that employee productivity drops by more than 50% around the holidays. What can we do to keep employees engaged when there are so many distractions?  

AI Is Coming — And HR Is Not Prepared — Employees need AI skills to thrive in the future, but they have little faith that HR will help them get there. 

It All Comes Down to Employee Experience — There is ample evidence that improving employee experience leads to better business results. Briefly, firms that improve employee experience find that they get better wok performance and more discretionary efforts form employees. Discretionary effort makes companies more effective and efficient, according to this study published in Harvard Business Review.  

12 employee experience New Year’s resolutions managers can actually follow through on

The life of a mayfly lasts about 24 hours. Or, slightly longer than the shelf life of the average New Year’s resolution. 

Sadly, most resolutions are perfect expressions of the usual triumph of hope over experience. If controlling our weight were easy, we wouldn’t have gained it in the first place. If it really were possible to spend less time on social media, we’d already have accomplished anything we’d put on our resolutions list.  

But not every resolution has to contemplate epic personal change. Your work life is much easier to navigate.  

With that in mind, here are 12 actually keep-able New Year’s resolutions that any manager can use to improve their team’s employee experience in 2019. They’re easy, because instead of expecting you to move (and keep moving) mountains, they only ask that you take a slightly different perspective on yourself and your team. 

And from these little acorns purposeful and fulfilling employee experiences can grow. 

  1. In January, focus on one thing each of your team members does well, rather than that one thing needing improvement that has always bugged you.  
  2. Ask yourself: If I worked for me, what would I like and not like about my management style? 
  3. Imagine that you have a magic wand. What work obstacle would you remove from each of your team members’ paths? 
  4. For each employee, think of one job in the company you could see them moving into one day. Then do something that would help move them along toward it. 
  5. Devise one way you could personalize your team’s work experience, even if only for a short time. 
  6. Be brave: Do a reverse feedback session. Give each team member 30 minutes to discuss and evaluate your performance as manager. 
  7. Ask each team member if they had an entirely free day, what task from their “someday when I have time” list would they choose to do? Then schedule a day for them to do it. 
  8. Ask each team member to define the hardest thing about their job. Spend 15 minutes considering how you would go about doing it. 
  9. Ask your team to boil down your mission statement to five words. (Be prepared to tell them what the mission statement is.) Then see how close they can get to agreeing on the five words. 
  10. Determine the level of “managing by walking around” you’re most comfortable with, and then go a little past it. 
  11. The next chance you get to make a human connection in the office, whether or not it has anything to do with work, take it. 
  12. Think of something regarding your employees you’ve always known you should do—but have always discovered ways to avoid doing—and then just go ahead and do the damn thing. 

And a bonus resolution 

Resolve that next year you won’t need to make any more resolutions. 

Top 10 employee experience blog posts of 2018

The year’s not officially over until we publish our annual selection of our top blogs of the past 12 months. With 10 days to spare, 2019 can proceed on schedule. 

Our Employee Experience team shared many insights, suggestions and strategies on a number of workplace topics this year—as well as the occasional snark and an admiring tribute to the fax machine. Among them were a passing remark an astronaut never forgot, the subtle wisdom of a Buddy Holly lyric, and why when things are at their rockiest is the exact time to double down on appreciating your employees. 

Here are our favorite 10 posts from 2018, helpfully gathered in one place. Hope you enjoy. 

1. What Henry Ford can teach us about corporate culture—Henry Ford never heard of corporate culture and wouldn’t have cared much if he had. His job was churning out cars. But he had a complete grasp of company mission and vision; the effects of which are visible across the country to this day. 


2. Treat the cause of disengaged employees, not the symptom—Amazon received waves of praise earlier this year for its progressive policy of paying disengaged employees to leave. Yet the company never seemed to ask itself just how its employees became disengaged in the first place. Maybe there’s a better way of dealing with this issue?  

3. Engaged customers come from engaged employees—In the hospitality industry, stressed travelers going face to face with stressed employees is an everyday fact of life. The results may seem predictable, but instead of a recipe for disaster, it’s actually a great chance for the employee experience to elevate the guest experience. 

4. It won’t be because of me—What’s the best and most reliable motivation an employee can have? It could well be his or her own internal standards that require accepting responsibility for always doing the best work they can do. Win or lose, succeed or fail, they give everything their best shot. 


5. Why employee community service programs? Why not?—Corporate community service projects often get a lot more lip service than they do elbow grease. This is a huge miss, because such programs deliver tremendous value for everyone involved. 



6. The little things you say and do—Employee engagement is often described as “bringing your whole self to work.” OK, then. Bring it. Work is one of the main places you’ll live your life, so you may as well make it count. Start with a glass of buttermilk and not taking yourself too seriously. 


7. Employee engagement: Because 2018 isn’t 1990—Millions of words have been spent on the woeful state of employee engagement since it was first measured in 1990. But maybe it’s not engagement that’s off, but our way of looking at it? Perspective can be a very tricky thing: Everything’s changed, unless it hasn’t. 


employee experience sound8. The employee experience, in four minutes—As the industry shifts from employee engagement to the employee experience, it’s not always entirely clear just what the latter is. No problem, because you can learn a lot merely from the “sound” of yours. A pleasing melody, or nails on the chalkboard? 


9. 3 challenges facing employee engagement today—Where once HR had to conivince leadership of the need to invest in employee rewards and recognition, today’s challenges stemming from that success are much more complex and unwieldy. We deal with three of the biggest in our ebook, From Data to Direction. 


investing in culture10. Investing in culture is never more important than during times of trouble—When times get tough for a company, often one of the first things to go is the employee recognition program. This is entirely backwards. Rather than communicating to employees they’re expendable at crunch time, let them know they’re indispensable for future success. 

No need to wait for next year’s list. Read more Maritz EX posts and stay tuned for more to come in 2019!


This Week in Employee Experience: December 17

Here’s our weekly roundup series to help you stay connected to the often overwhelming landscape of employee experience thought leadership. Start here to narrow down your search each week!

Stay connected with Maritz Employee Experience on  Twitter and  LinkedIn. 

From Maritz Employee Experience (EX): 

Your Culture Under a Microscope: Align  — In this guest blog article (the second in a three-part series), Mollie Lombardi, HR influencer and founder of the Aptitude Research Center, discusses workplace culture under a microscope. Part three will be published on Tuesday, Dec. 18. 

New On The HRX:  

Five Ways to Tackle Bias ithe Workplace— When it comes to influencing how people act toward one another in the workplace, behavioral science gives us a general rule of thumb: Information doesn’t change behavior. Charlotte Blank, Maritz Chief Behavioral 

From the Web:  

6 Ways to Keep Employees Engaged During the Holiday Season — It can be hard in the workplace to balance a festive atmosphere with simultaneously keeping employees focused and productive. One recent study found that employee productivity drops by more than 50% around the holidays. What can we do to keep employees engaged when there are so many distractions? 

Personality Based Engagement: Tips and Tricks on Meeting an Employee’s Individual Needs — Engage with employees on their personality wavelength. Tailored employee engagement can help your employees feel more important and in tune with your company as well as lead to increased performance and better retention rates. 

12 Signs Your Employee Is Disengaged (And How To Respond) — It’s important to recognize the signs of employee disengagement as early as possible so that effective action can reverse the trend. In this article, 12 members of Forbes’ Human Resources Council share the signs of disengagement team leaders and HR need to watch for, as well as some tips on how to respond. 

Your Culture Under a Microscope: Align

Editors Note: Today we welcome our guest, Mollie Lombardi. This is the second part in a 3 part series about workplace culture under a microscope. Stay tuned for part 3 coming next Tuesday, December 18th. 

In my previous blog post we talked about what a culture is and how to diagnose it. But the way culture comes to life for most people is through the employee experience. Organizations today are realizing that everything they do contributes to employee experience, from the physical work environment, to the processes, to the tools and technology. Today it’s more important than ever to ensure that your talent management and workforce management tools bring your culture to life. To achieve real value, technology must support the culture and enhance the employee experience. 

Tools and technology are important parts of the modern HR organization, and indeed, important parts of the fabric of our organizations as a whole. But technology alone isn’t enough to move your business forward. Technology decisions must be made with the culture and employee experience in mind. So, what should you consider if you’re looking to make technology decisions that support your organization’s strategy and culture?  

  • Don’t forget the basics. It’s important to remember that technology maturity and strategic maturity both build on previous levels. You don’t stop focusing on administrative excellence when you’re ready to tackle engagement and experience. In fact, technology should enable you to streamline and automate processes so you can focus on the higher-value activities like strategy and culture. Make sure all of the gains you’ve already made stay firmly in place while you continue to move your organization towards deeper alignment and better business results. 
  • It’s not about investment. Buying new technology that supports your organization’s culture can be very beneficial. But bringing the right mindset to your current technology can yield significant benefit as well. There may be capability in your current solutions that you’re not using, or ways to rethink how your technology is used to help reinforce those cultural norms and behaviors that make up your culture. Don’t use lack of funds for investment as an excuse not to move forward with supporting your culture. 
  • Remember norms and expectations. All your technological and strategic decisions move your organization toward the ultimate goal of helping to align and deploy your employees to perform meaningful work that will deliver successful outcomes to the consumers of the goods or services your organization offers. This may be directly or indirectly, but it’s all about engaging your people in a purposeful way and aligning for results.  

Don’t let your technology disrupt your strong culture or thwart your vital employee experiences. Make sure your technology speaks to the needs of employees and continues to reinforce a culture of success. 

Mollie Lombardi is a researcher, writer, and speaker focused on the intersection of human capital strategies, technologies, and processes. Her work has appeared in such publications as Fast Company, the Wall Street Journal, Inc. and other industry trade publications. Her main focus is primary research aimed at helping individuals and organizations blend efficiency, engagement, inclusion, and performance through the use of technology. She Is Co-founder of Aptitude Research Partners, and has held a number of leadership roles at industry analyst firms. 

Follow Mollie on Twitter and LinkedIn.

Be sure to check out her website

This Week in Employee Experience: December 10

Here’s our weekly roundup series to help you stay connected to the often overwhelming landscape of employee experience thought leadership. Start here to narrow down your search each week!     

Stay connected with Maritz Employee Experience on Twitterand  LinkedIn. 

From Maritz Employee Experience (EX): 

Your Culture Under a Microscope: Diagnosis — In this guest blog article (the first in a three-part series), Mollie Lombardi, HR influencer and founder of the Aptitude Research Center, discusses workplace culture under a microscope. Part two will be published on Wednesday, Dec. 12. 

Your Patient Experience Will Never Exceed Your Employee Experience — Last month in San Diego, Maritz Loyalty leader Barry Kirk and Maritz EX leader Chris Dornfeld, had the opportunity to facilitate a conversation with a few dozen patient experience leaders from across the country. The discussion considered the numerous effects the shift to value-based healthcare is having on the healthcare employee experience. 

New On The HRX:  

Key Learnings OTransforming Leaders and Changing Culture — Often, the best way to help leaders or teams focus on realigning the organization’s culture with its vision, values and performance priorities is to reach into the recent past for insight, perspective and advice. 

From the Web:  

Improving Workplace Culture — S. Chris Edmonds is a speaker, author and executive consultant. He believes that we are in the midst of seismic change – in society and in business. In this three-minute episode of S. Chris Edmonds’ Culture Leadership Charge video series, Edmonds outlines how leaders must change how they influence others to leverage employee passions, creativity and productivity, no matter where they choose to work. You can find Edmonds’ Culture Leadership Charge episodes and more on his YouTube channel. Also read, Edmonds’ recent article, How to Get the C-Suite to Care About Culture.” 

How Recognition and Engagement Work in Tandem — While recognition sounds simple, it can get easily forgotten in the day-to-day whirlwind of business— and employers need it in order to boost employee happiness. 

To Boost Workplace Culture, Unleash Employee Curiosity — Once employees get over their initial hesitancy, getting them to ask questions can result in some of the most innovative initiatives your company will ever come up with – and your whole organization will reap the benefits. 

Secrets For a Successful Employee Experience Framework — The complexities of formulating a good employee experience strategy can be intimidating. Here are five tips to ease the process of establishing a great employee workplace. 

Your patient experience will never exceed your employee experience

A conversation with patient experience experts.

On a beautiful sunny afternoon last month in San Diego, Maritz Loyalty leader Barry Kirk and I had the opportunity to facilitate a conversation with a few dozen patient experience leaders from across the country. The venue was the Next Generation Patient Experience Conference, and the discussion revolved around the idea that a patient experience will never exceed an employee experience.    

We were gratified to find so many insightful viewpoints on this timely topic. The shift to value-based care is resulting in a more patient-centric focus, allowing them a much greater say in how and where their healthcare dollars are spent. If patients are now more like consumers, then healthcare employees are now more like customer service experts. This creates sizeable challenges for the healthcare industry—particularly hospitals—but also sizeable opportunities for those organizations able to put their patients first by putting their employees first.  

Here are some of the highlights from the session. 

How important are employees to the patient experience? 

On this question there was unanimous agreement, as 100 percent of our audience indicated the employee is a critical—if not the most critical—factor impacting the patient experience and patient outcomes. Almost every presentation at the conference addressing improving the patient experience centered on training, support or programs for shaping employee behavior. A presentation by the Patient Experience Institute even highlighted a patient experience model with the employee at the center. Yet surprisingly, no single presentation focused on the employee experience itself. 

Why does the employee experience receive so much less attention, when it’s widely believed to be so critical to the patient experience? 

The discussion around this question was much more divergent.   

  • We focus on what we measure. Because Hospital Consumer Assessment of Healthcare Providers and Systems is required by the government for funding, some of the participants felt this created disproportionate pressure on patient experience, in a way that reduced the emphasis on the employee experience. Even though the group acknowledged the role of the employee experience, several indicated executive leadership’s lack of support for employee programs as a limiting factor. 
  • More complicated to influence and understand. As each person is unique and there is a broad range of employee types within a modern healthcare system, participants viewed creating programs for diverse audiences and then determining how to measure the impact of those programs as a major challenge. One participant specifically noted that changing process is much easier than changing people, while recognizing people are just as important. 
  • HR in healthcare is tactical. Several participants indicated that HR, which is responsible for the employee experience, is focused on tactical issues like compensation, benefit management and recruiting. Many other participants indicated that HR was a good partner, but not leading in this area. About one third of the participants indicated they had some direct responsibility for the employee experience as it related to the patient experience. One shared they recently appointed a new head of patient experience and employee experience, who is also the head of HR. 
  • No clear owner of patient experience. Although many of the participants had some direct responsibility or influence, there was not a clear owner of the design, management or measurement of an employee experience strategy. Most acknowledged this was a gap in their organization, despite a recent survey indicating that more than 90 percent of healthcare organizations have a defined role responsible for patient experience. 

What is working well to improve the employee experience? 

Part of each of the discussion groups centered around what was working well to improve the employee experience. Here are a few of the ideas shared. 

  • The importance of listening. More than any other topic or conversation thread, the power of listening to employees produced results. Not only does giving people a voice produce a positive result with the employee experience (reducing turnover and increasing engagement), but employees are a consistent source of new ideas and feedback for improving the patient experience.

    Some participants talked about “diversified rounding,” as an extension of purposeful roundingmeaning everyone from medical staff to chefs to executives participated in patient and team rounding. This practice was identified as a great way to improve understanding and create empathy.

  • More frequent feedback. Traditional annual surveys do not provide timely information, and often that information is not actionable. People simply are not sure what to do with the data. Many participants discussed augmenting their feedback data with pop surveys or more informal but frequent information collection that could be shared more broadly and in real time.
  • Recognizing good behaviors. Although the mechanics are diverse, several participants shared stories of celebrating people and the behaviors making them successful. One healthcare system frequently tells stories about employees’ experiences as patients: humanizing employees, building empathy and highlighting successful behaviors.

    Another healthcare organization implemented peer-to-peer recognition and acknowledges employees on screens across the hospital. Several participants indicated they have recognition programs, but most indicated they’re not used strategically as part of driving patient experience outcomes. 

The consensus of the group was that the healthcare space is several years behind other industries in being strategic and purposeful in its design of the employee experience, even though it’s understood that the employee experience is critical to a successful patient experience. What’s needed are more clear examples in healthcare that demonstrate the impact to patient and financial outcomes in order to build support among a larger group of stakeholders. More progressive healthcare providers are starting to address this disconnect, but there’s a tremendous opportunity to apply best practices from other industries and significantly impact the patient experience and outcomes. 

For more information on the growing relationship between EX and PX, download our white paper, The New World of Value-Based Healthcare: The Patient Experience Begins With the Employee Experience. 

Your Culture Under a Microscope: Diagnose

Editors Note: Today we welcome our guest, Mollie Lombardi. This is the first in a 3 part series about workplace culture under a microscope. Stay tuned for part 2 coming next Wednesday, December 12th. 

The word “culture” when it comes to workplace communities can have many different expectations and definitions.  But while it’s a concept that’s hard to define, it’s very easy to feel. Whether or not we have the words to describe it, every society, group or workplace has a culture that deeply influences the behaviors and outcomes of everything that each entity tries to accomplish. So, what do we do to harness the power of culture, while we simultaneously struggle to define it?

That’s the core question for this blog series. To answer it, we’re going to: (1) look at how you can diagnose the health of your culture; (2) discuss aligning your technology solutions with your culture; and (3) talk about the role of leaders in maintaining and communicating culture.

Diagnosing Your Culture

I am asked all the time, how do you shape, change, or build a culture? I don’t think it’s something that can be created by one individual; it’s something that exists in the context of relationships. I think an organizational culture is more like a bacterial culture that you’d find in a petri dish. It’s up to us as leaders to put that culture under a microscope and make a diagnosis. It’s either something beneficial that you need to feed and amplify to create more of it to power your organization. Or it’s toxic and requires intervention that will starve it of light and air so that it can do no more harm. Although you can change behaviors or set expectations, it’s very hard to waive a magic wand and create a whole new culture.

So, if a culture needs to be diagnosed, how do we go about that? There are 3 key questions I encourage you to think about (and then answer) before diagnosing your culture.

1. Does it support your business strategy?

We have all heard the expression that “culture eats strategy for lunch,” and it’s true, because strategy without execution will fail, and the secret to sustained execution is alignment and communication. This type of alignment and communication cannot exist in a toxic culture. Culture must always be strong enough not merely to allow people to execute, but to actively encourage them to do so–in the right ways.

2. Does it set clear expectations?

Aptitude Research Partners defines culture as the collective set of behaviors we exhibit in the workplace. As leaders, we often believe that we’ve communicated norms and expectations clearly, but the data actually shows we’re unlikely to be doing as good a job as we think. Recent Aptitude Research data found that just 38% of organizations feel that their employees and leaders would describe their organizational culture in the same way. This is a wide gap, and in order to close it, leaders must define the formal processes and ensure that the informal processes do not undermine expectations.

3. Is it strong enough to self-correct?

You might ask, what is a strong culture? A strong culture doesn’t let people get away with violating its norms. Remember, a culture is about both the formal processes and the daily interactions of an organization. A strong culture rarely needs to reference the formal processes because the day-to-day behavior will not tolerate deviance from expectations. This kind of culture creates both expectations and consequences for people who violate norms. It teaches people what to expect of each other, and makes it easier to hold each other to that standard.

So, ask yourself these three questions, and diagnose whether your culture is one that requires more amplification, or if parts of it should be denied oxygen. And then return to read the next two articles in this blog series to learn how you can align your organization around your culture and what role leaders need to play in maintaining a strong culture.

Mollie Lombardi is a researcher, writer, and speaker focused on the intersection of human capital strategies, technologies, and processes. Her work has appeared in such publications as Fast Company, the Wall Street Journal, Inc. and other industry trade publications. Her main focus is primary research aimed at helping individuals and organizations blend efficiency, engagement, inclusion, and performance through the use of technology. She Is Co-founder of Aptitude Research Partners, and has held a number of leadership roles at industry analyst firms. 

Follow Mollie on Twitter and LinkedIn.

Be sure to check out her website


This Week in Employee Experience: December 2, 2018

Here’s our weekly roundup series to help you stay connected to the often overwhelming landscape of employee experience thought leadership. Start here to narrow down your search each week!     

Stay connected with Maritz EX on Twitter and LinkedIn.  

From Maritz Employee Experience (EX): 

Investing in Culture is Never More Important Than During Times of Trouble  How should leadership go about confronting cultural challenges? How can leaders keep employees focused, motivated and engaged during times when there are many reasons for them not to be? This article answers these questions and more. 

Value-based healthcare: The Patient Experience Begins With the Employee Experience — The shift to value-based care means the day of the patient experience has finally arrived. What does that mean for the healthcare employee experience? This: employees are now also in the customer service business. Some hospitals will find the increased stakes a challenge, while others that focus on driving the patient experience through the employee experience will find it a great opportunity to make loyal customers for life. 


New On The HRX:  

Personalized Recruiting and the Employee Experience — Personalization is the absolute key to both the candidate experience and the employee experience. Know that. 


From the Web:  

How to Persuade Company Leaders to Invest in New HR Technology —It’s an exciting time to be a buyer in the human resources technology market. HR leaders can choose from a growing array of artificial intelligence tools; next-generation, “best of breed” recruiting or performance management systems; and intuitive, feature-rich human resource management and applicant tracking systems. But admiring this parade of new technologies is one thing. Convincing those who control the purse strings to agree to purchase them is another. 

How to Create a Culture of Curiosity at Your Company — What does it mean to be “innovative?” Feeling ideas flow and challenging the status-quo come to mind. In fact, at the root of all innovation is one important component: curiosity. And building a culture of curiosity at your company will drive innovation for years to come. 

Creating a Culture of Recognition — While HR can influence culture, a recognition culture must start at the top, experts say. And it must be part of an employer’s performance management strategy. Leaders must create credibility for these “new rules” by modeling valued behaviors and teaching them every day. To be successful, your recognition program has to fit your culture. 

Is Employee Engagement Just a Reflection of Personality? — Why is it that some people are more engaged — excited, moved, energized by their jobs — than others? If you want an engaged workforce, is your best bet to hire people who have an “engagable” personality?  The recent study analyzed in this article suggests that doing so will actually boost your engagement levels more than any intervention designed to improve leadership, or to craft the perfect job for people.

Want to learn more? Download this ebook to learn how to hire engaged employees. 

Value-based healthcare: The patient experience begins with the employee experience

Here’s the definition of a pretty ideal job: You get paid the same regardless of efficiency, customer experience or end result. 

That description opens the door to any number of jokes—“Oh, like civil servants?”—but what we’re actually talking about is the healthcare industry, in which compensation generally has been tied to quantity, rather than quality. Fees are derived more from the services rendered; less from the effects of those services. 

Has been. That’s changing. Today, we’re at the beginning of what some are calling The Age of the Patient, or more commonly, “value-based healthcare.” 

Value-based healthcare is the result of a number of factors that have combined to shift from a hospital- or physician-centric focus to a new patient-centric focus. Patient outcomes are now playing a much more prominent role, with patients themselves having a greater say in how their healthcare dollars will be spent, and where. 

Which means patients are becoming choice-conscious consumers. And consumers choose to go where they’re treated the best. Which means hospital employees, interacting face-to-face every day with patients, are now in the customer service business. 

That’s a great challenge, but it’s also a great opportunity for hospitals who can deliver on their new “brand promise.” That’s the topic of our recent white paper, The New World of Value-Based Healthcare, in which we discuss how a great patient experience begins with a great employee experience. 

That’s because employees are highly unlikely to treat customers better than they’re treated themselves, or than they treat each other. This employee/patient dynamic plays a critical role in healthcare scenarios. Anxious and vulnerable, often in pain, patients are eager to respond to the personal care that an engaged and purposeful employee can bring. Through a culture of “best care, anywhere,” hospital employees can have a very large say in cementing customers for life. 

In this paper, we’ll cover: 

  • What’s driving the shift to value-based care 
  • Industry trends and market and operational challenges 
  • Recasting the roles of hospital personnel 

There’s never been a greater need for a thriving and purposeful employee experience in healthcare right now. Download this white paper to learn how healthcare providers can put their patients first by putting their employees first.