Retention

Engaged employees, those who are committed to and satisfied by their work, perform better and seek ongoing improvement. When we give employees a sense of purpose, recognition for a job well done, opportunities to learn and evolve, and meaningful professional relationships, they help our organization achieve great things.

Texas Health Resources strives to preserve our reputation as a best place to work and retain the brightest talent in the region. With an aging workforce and an intense competition for skilled employees, we deploy a variety of retention strategies across the system.

These include:

  1. Teaching new employees, starting their first day, about our culture and performance expectations, the role their team plays, and how they can personally contribute to our success.
  2. Giving managers the tools they need to help new hires assimilate quickly, create strong working relationships and establish a plan for professional development.
  3. Appointing experienced workers to precept and mentor recent graduates and new employees.
  4. Offering competitive pay and rewarding long-term employees with greater benefits.

To assess employee engagement and workplace satisfaction, we track employee retention, monitor satisfaction, measure engagement through annual surveys, ask leaders to round frequently with staff, provide numerous listening posts to assess employee feedback, and meet with high-performers who voluntarily leave the organization. We use this feedback to make course corrections as needed.

In recognition of these initiatives, Texas Health has received the following workplace honors:

"Best Place to Work" awards from both the Dallas Business Journal and the Dallas Morning News.

"America's Top 150 Workplaces" by WorkplaceDynamics.

"The Top 100 Workplaces for Information Technology (IT) Professionals" by Computerworld magazine.


In coming years, we plan to:

  • Pursue national recognition for being a great place to work.
  • Continue improving employee engagement and workplace satisfaction, and incentivize top-performing employees.
  • Develop the skills of allied health professionals.
  • Build successful retention practices across the system.
  • Improve recruitment efficiency by proactively identifying potential candidates.
  • Develop manager skills on hiring and improve first-year retention.
  • Review our employment value proposition to ensure we remain competitive.

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