HCA Inc.

Need:

HCA's MidAmerica Division faced difficulties in finding and retaining nursing professionals and other key technical staff. Research determined that most of those who left HCA facilities did so because of their relationships with their supervisors, who were often a poor fit and were ill-prepared for leadership roles. The research also showed other factors, including an ineffective performance management system, insufficient professional development opportunities, and absence of clear "career tracks."

Solution:

The MidAmerica Division's retention problem demanded a multifaceted approach. A development initiative was launched to provide basic knowledge that the 1,000-plus managers needed to be successful, including learning the legal aspects of HR, finance for non-financial managers, productivity, and information systems. In addition, behavior-based employee selection and performance management systems, incorporating DDI's Targeted Selection® and Maximizing Performance® systems, were introduced. Finally, a "preparation" curriculum for managers including modules from DDI's leadership development system, Interaction Management®: Tactics for Effective Leadership®, taught the leaders how to use the new systems to hire the right people, establish performance expectations and accountabilities, and guide the development of their employees.

Results:

The MidAmerica Division reduced its turnover from 29 percent to 23 percent within 12 months. Indicative of the Division's results are the business outcomes achieved by the nine-facility TriStar Health System, which improved employee retention by more than 42 percent, realized a 26.7-percent improvement in costs savings, and attained significant increases in employee satisfaction.