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4 Keys to Retaining Healthcare Staff in the Boom

happy nurseMy wife is an OR Nurse, and has been one for 16 years.  She wakes up every morning and works harder than anyone I know providing the best care for her patients.  We also live in a major metropolitan area and as such she has been rewarded with more job offers at more hospitals (new and old) than I could ever imagine. I often joke with her that in the world of nursing there is no Monster or, the recruiters are out 24/7 looking for her.  My wife is not entertaining new opportunities at the time but it has been estimated that 70% of a Hospital Staff is currently seeking, or will be seeking in the next 12 months, a new opportunity … by choice.  A high rate of employee turnover costs businesses time, productivity and money. But in the healthcare industry, employee turnover is especially costly: as the rate of turnover increases, the quality of patient care significantly declines. Furthermore, when employees leave, their duties are shifted to the remaining personnel resulting in undue stress and burnout. This lingering anxiety among employees can cripple an organization because turnover becomes the norm and thus the cycle gets repeated:


Healthcare professionals deal with enough daily stressors and demands without adding to their workloads the routine departures of co-workers. If your organization is suffering from high turnover there are simple steps you need to take now.

4 Key Employee Retention Strategies in Healthcare:

#1: If you have a high turnover rate, find out why.

Before you can begin to create successful retention strategies, you must first troubleshoot for unresolved issues in your organization. Identifying and then addressing employees’ concerns is a critical step to increase your retention rate. Once the problems are remedied, you can implement the next steps to build solid foundation of employee satisfaction and growth.

#2. Make training and re-training a priority.

Ask any employee: there’s nothing worse than being expected to do a job you don’t know how to do. One reason your employees may feel overwhelmed and eventually leave your facility is they are not properly equipped to perform their jobs. If your managers do not have time to train or re-train your employees adequately, consider implementing an employee training system that does not drain your managers’ time.

#3. Communicate!

If you want to increase employee job satisfaction, you need to have effective communication throughout your organization. If information is not disseminated clearly and in a timely manner, company-wide frustration will ensue. Managers should consistently and clearly communicate job expectations, company policies, mission statements, goals, plans, and upcoming events. There are several methods of communication, and it may be a case of experimenting with different approaches until you find what works best for your company: emails, bulletins, meetings, videos, etc.

Managers should also communicate recognition and rewards to those employees who go above and beyond fulfilling their job duties. This will generate a positive work environment for all staff, boosting morale and encouraging hard work and effort.

Finally, staff should be allowed to communicate open and honest feedback without fear of repercussion. If employees are afraid to speak, they are unlikely to put much effort into their jobs and they will probably want to leave as soon as possible. Therefore, your employees should feel they can raise concerns in a non-threatening environment. Encouraging employee feedback can be the first step you take to foster open communication in your organization.

#4. Provide educational opportunities.

Offer your employees unique opportunities for career growth and development. This type of investment shows your employees you care about their future, making it hard for them to leave your company. With the push for staff to hold advanced degrees by 2020 offering continuing education reimbursement options is a cost-effective approach to cultivate career development among healthcare professionals.

If you are interested in establishing a Workforce Retention Analytics platform visit us @ to learn more about our industry leading employee engagement and retention solutions. Keep in mind that investing in your employees now will save your organization money in the future.

Thanks for Reading,


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3 Ways to Replicate Google’s Amazing Employee Retention

PeakEmployee and Google Management Effectiveness Tracking A friend of mine that is now an Ex-Googler mentioned to me that during employee orientation one of the HR folks said that “we know when you will quit before you do.”  My friend said that it seemed like no one in the audience took it very seriously at the time but it’s an interesting look into the mind of what begins to happen when large orgs take not only quantitative but also qualitative data into consideration. We’re not simply talking about HR Analytics and your Annual Survey anymore.  We’re talking about a holistic approach to analytics, benefits, and retention.

In a recent Huffington Post article the Director of People Operations, Laslo Block is quoted as saying, “For most people work sucks but it doesn’t have to.”  He goes on to talk about a number of things that Google does that any company with over 10 to 20 employees should consider.

1. 5 Months of Paid Maternity/Paternity Leave with Full Benefits.
Now before the CEOs and CFOs break out the pitchforks you have to hear Laslo out. He admits that it sounds crazy but the numbers speak for themselves.  When Google went from 12 to 20 weeks paid maternity the return rate for women more than doubled. When you compare that to the costs of recruiting and training a replacement Google just made a very smart move by doing a really wonderful thing. It’s a win-win for Google.

2. Free Food
This is a great way of letting your employees know that they are valued, but some would argue that more importantly it keeps them in the office for longer periods of time focused on their work.  It also keeps them interacting with each other on a daily basis. Steve Jobs was a big fan of having people interact with each other in the office in a non-meeting environment such as engaging people on a walk around the building or meeting someone serendipitously on a stroll to a meeting.

3. Consistent Manager Feedback
Google surveys their employees twice a year with Manager specific feedback questions.  These surveys are not used in a manager’s performance review but are simply for developmental purposes for the manager.  Google knows that People Managers play a key role in retention and listening to employees helps to gather feedback that can make for a better manager that retains more employees.

Is your company offering or considering offering any of the above benefits or tools? Is it tracking employee feedback on a consistent basis to build better managers?  If not maybe it’s time to consider a little inside the Google box thinking.

Thanks for reading,

Phil Greenwood
Founder, PeakEmployee
PeakEmployee specializes in increasing employee retention through technology

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Retain More A Players By Helping Your Bs and Cs


I was on a call recently where the prospective customer was very concerned with retaining his A players. This is natural of course and we specialize in increasing retention so we were having a good conversation.

At one point in the call he mentioned that he was not overly concerned with retaining or improving the plight of his B and C players. I understood his logic at a high level but it started an important discussion. You see your A players don’t work together on an island. As a matter of fact they work with a whole lot of B and C players. And what happens when a C player is hired to work with or even manage an A player? Generally not good things. And to add salt to the wound this is where your HR Analytics capabilities will typically fail you.

It is these types of scenarios that PeakEmployee specializes in identifying proactively.  And it is this type of situation that causes us to stress that obtaining meaningful retention gains of your A players means you need to identify and help all of the players in need.  You must identify the at risk players, analyze the issues, and implement informed change so that everyone is feels valued.  Our tools make this process easier than it sounds.

We help companies to reliably get ahead of these scenarios and while a top goal may be to retain A players I think it’s wonderful that a necessary byproduct of achieving that goal is helping all level of players to up their game. And that is simply good for business.

Thanks for reading,


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You’re Having a Girl! Introducing HR Predictive Maternity and Paternity Leave Forecasting


PeakEmployee is thrilled to announce an amazing new feature that allows you to predict with exacting precision not only when employees will be expecting but also the gender of the child.  The results have been nothing short of miraculous for James from Kelso & Kelso, Inc as he explains, “When HR called me and told me my wife was pregnant with a boy that I was going to name Todd I was thrilled! And a little frightened. I didn’t really know the Fitbit logged that sort of thing.”

Rick James, HR Manager at Kelso & Kelso explains that “we really started to see the predictive heatmap report light up around Randy in Accounting and sure enough the leave requests started to pour in — including the one from James’ wife. Poor guy. Luckily we were able to get ahead of it with clever use of the data and we ordered extra newborn kits from the EAP. I think it’s safe to say that 60% of the time this report is 100% correct.”

Is your company doing enough to make sure you aren’t behind the ball on maternity and paternity forecasting?

We hope so!  In the meantime though… April Fools.

Look for some real product announcements in the near future!

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3 Things Traditional HR Analytics Won’t Tell You

Bad Management Hire

How do you identify this guy before good people leave?

I was on a phone call the other day with the VP of HR at a fairly large company.  This call we were discussing the HR Analytics setup at his previous company and the pros and cons of it. He’s a great guy that always has a lot of insights and I learn something every time we talk.  This call was no different and it got me thinking about Traditional HR Analytics and it’s promise and limitations.

During our call we were discussing the fact  that at his previous company they were able to draw some correlation between the model of PC that an employee was issued and their likelihood of leaving the company.  I thought that was sort of interesting and filed it away for later as I started to think about the mix of hardware in place at any given company and the complexity of that being a legitimate lever that HR and Management could pull to increase retention.

Tidbits of data insight such as that are interesting and can play a role as one piece of the puzzle that plays into the much larger pool of attributes that HR Analytics systems look at when determining At-Risk Employees.  But it also is not a quick fix type metric as in, “Hey! Look what we found now let’s go issue 3,000 new PCs to all of our at-risk employees that are still using a Commodore 64!”  That probably wouldn’t fly, but it got me thinking about At-Risk algorithms more and what they are missing in most traditional Analytics packages.  Three of the top scenarios that came to my mind are below.

1. The Director of R&D That You Hired 6 Months Ago is a Real @$#@$
It’s not likely that this is going to pop on your traditional Analytics report within 6 months of hiring this guy.  As a matter of fact, if it does pop on your Analytics report it likely means the damage has been done already (ie. a shared characteristic in x% of the people leaving the company is that they work for this guy).  The early signs that you have a bad manager in an org are typically seen through attrition, exit interviews, HR complaints, and ultimately you will not see this guy’s name in any HR analytics report before the damage is done.

2. I Didn’t Think I Was At Risk But Now That You Mention It
Analytics people love data and they love algorithms to sort through that data. They may think of themselves as rockstars in the business world today but back in the 80s and 90s they were probably at home on prom night. With a book. About data. Alone.  But, anywho… Those same algorithms which can unearth some interesting connections and tell us how likely you are to leave the company often miss something essential: employee sentiment.  Your algorithm might tell you that I am at risk because I have a Commodore 64, I’ve been in my role for 25 years, I make 20% of the living wage of a person living in Ethniclashistan, and my last name starts with a G but you never really bothered to ask me if I thought I was at risk.  I might be happy as a clam despite what your algorithms tell you.  I’m a big advocate for looking for truths in between the algorithms and the voice of the employee — you’ll find some amazing insights here that help you to fine tune your workforce strategies as well as your algorithms.

3. Collaboration is Hard to Measure
Data that pieces together how someone actually works and interacts with others is actually really hard to come by.  It calls for different methods of data collection that don’t exist in typical HRIS’ and it calls for some outside the box thinking.  Traditional HR Analytics systems don’t handle this metric well, if at all, today.

If you want to chat about Predictive HR Analytics and how to tackle some of the above issues shoot me an email at philg [at] and let’s talk!

Thanks for reading,


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Welcome to the PeakEmployee blog!


Welcome to the first post on the blog of PeakEmployee!

I’m Phil Greenwood, Founder and CEO, of PeakEmployee and I’ll be writing the occasional blog post here along with other members of our amazing team.  We may even wrangle a few guest bloggers to write about their experiences in the HR Analytics world here to brighten everyone’s day.

While we’ve got a bit of a late start with it (it takes a lot of time to build a great product) we plan on updating the blog a few times a month so we hope you will come back and visit often.  Some of the topics we will be covering include: Workforce Analytics, Employee Assistance, HRIS integrations, the Predictive side of Analytics, and other topics that come to mind as we dive into things with you.

If you have any areas of interest that you would like us to speak to or if you have an interest in a guest blog post please let us know in the comments below or at support [at]

We look forward to exchanging thoughts with you!

Phil Greenwood
Founder, PeakEmployee