As one of the largest employers in North Texas, Texas Health is blessed to have a large pool of applicants knocking on our door — more than 150,000 each year.

To care for our growing population, we must attract talented, highly skilled and compassionate employees who can deliver quality, reliable and affordable care. Hiring candidates who fit best within our culture is key to improving patient satisfaction and health outcomes. It also helps us retain institutional knowledge and reduce hiring and development costs.

Finding the Right People

Joining our family is a calling. We seek like-minded people who embody our values, treat each other with dignity and respect, practice integrity, and are passionate about delivering excellent care.

We use a variety of leading hiring practices to identify what types of people we should hire and retain. Our pre-employment assessment allows us to identify candidates who are the best fit with our organization – and eliminate those who are not. Our data reveal a correlation between patient satisfaction scores and how our employees score on our culture assessment during the hiring process.

Our employees are our best brand ambassadors, and we rely heavily on their networks to bring us people with the right skills and cultural fit. We provide monetary incentives for their referrals. Whenever possible, we also try to promote from within because our employees have already proven themselves and know our company and culture. This shows that we care about their career progression, and it boosts morale and productivity.

Our sourcing team proactively searches for applicants year-round to prevent shortages of essential positions. We engage employees and employment agencies to solicit referrals as well.

For positions that have higher turnover, such as housekeeping or food services, we examine historical hiring data to determine the number of staff needed. This allows us to hire extra people to replace those who may not complete the employment process. While this may temporarily leave us overstaffed, it helps us avoid overextending employees and reduce overtime costs.

To increase the pipeline of qualified health professionals, we collaborate with local high school and university administrators to engage students about the benefits of a career in health care. We also offer scholarships and reimburse tuition.

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We aim to hire the most experienced, compassionate and forward-thinking employees who embody Texas Health’s beliefs and core values.
2018 Performance

We implemented a new applicant tracking system that makes it easier for job candidates, recruiters and hiring managers to navigate the recruitment process. The tool automates the submittal of job requests, manages the application and approval process, and includes real-time dashboards that allow hiring teams to track offers that have been extended and accepted.

One of our hiring priorities was to increase the number of primary care doctors affiliated with Texas Health Physicians Group to expand primary care services in North Texas. By year-end, we had hired 47 physicians.

Employee retention is essential for delivering better care, preserving institutional knowledge and maintaining Texas Health’s reputation for being a great place to work.

Ask our people why they’re loyal to Texas Health, and you’re bound to hear stories about our culture and people, our dedication to excellence, the many opportunities they receive to develop and grow – and the feeling that here, they are family.

Our Approach

We embed our Values of Respect, Integrity, Compassion and Excellence at the highest levels of the organization and exemplify them in our daily work. In an effort to retain our talent, we welcome employees of various cultures and backgrounds, give them opportunities to reach their career potential and advance from within, recognize their contributions, and provide competitive compensation and benefits. To identify improvement opportunities, we solicit ongoing feedback and use data analytics to identify patterns of issues.

2018 Performance

FORTUNE magazine named Texas Health number one in its Best Companies to Work For in Health Care and Biopharma ranking and 15th in its Best Companies to Work For assessment, which demonstrates our retention strategies are effective. Becker’s Healthcare also named us one of its 150 Top Places to Work in Healthcare.

Our scores on Great Place to Work® Trust Index® Employee Survey exceeded averages of the leading companies. Scores measured:

  • Credibility: 88 percent
  • Respect: 88 percent
  • Fairness: 87 percent
  • Pride: 91 percent
  • Camaraderie: 90 percent
  • This Is a Great Place to Work: 93 percent

On the Great Place to Work Reviews site, employees also said we offer:

  • Great challenges: 94 percent
  • Great atmosphere: 96 percent
  • Great rewards: 95 percent
  • Great pride: 97 percent
  • Great communication: 94 percent
  • Great bosses: 95 percent

We ended the year with a turnover rate of 16.6 percent, which was below the industry average of 20.6 percent. More than 5 percent of employees have worked for Texas Health 25 or more years.

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We aim to retain our high-performing employees.
Retention Rates

For employees to deliver exceptional care and fulfill Texas Health’s Mission to improve the health of the people in the communities we serve, they must work at the peak of their abilities. Developing their clinical, leadership and technical skills also are essential to advancing career growth and job satisfaction.

Evolving Our Teams

Operating as a high reliability organization that is consumer-focused requires the continual development of employees’ talents and agility to adapt to a rapidly changing health care landscape. We invest in robust learning and development programs to build a stable and dynamic workforce with superior capabilities as well as strong leadership and specialized skills.

To cultivate learning and provide hands-on experiences, we offer innovative educational resources through Texas Health Resources University, leadership and skill development programs, assessment tools and specialized training. These resources support and actualize employee potential and maximize workforce performance.

We also customize development based on employees’ roles, skills and career plans to make learning meaningful and relevant. Managers help identify growth opportunities, set progression goals and coach their teams as needed. Instead of conducting annual performance reviews, our leaders have ongoing conversations with employees about their growth and teamwork.

One way we retain valuable staff members is by helping them take on new roles within the system. We map their interests and expertise to internal opportunities and then determine if additional development is needed to work in a different capacity. We then create a customized learning plan to ease their transition.

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To help employees bridge the gap between knowledge and learning as well as most effectively apply what they’ve learned.
2018 Performance

To deliver the most relevant training and ongoing education to allied health professionals, we assessed disparate programs offered by each entity and determined the foundational and specialized training they required. This allowed us to eliminate course redundancies and drive learning consistency among these employees systemwide. In 2019, we will evaluate and refine nursing development initiatives.

Also during the year, we:

  • Piloted a learning tool that helps clinicians determine if they are misunderstanding treatment protocols. Identifying and correcting knowledge that is unknowingly wrong can reduce medical errors and improve patient safety. We plan to expand this pilot to three hospitals and collect data to help us identify potential care gaps.
  • Launched an executive transitions program to help new officers identify their skill gaps and leadership priorities. This assessment informs the development of a learning plan to make their transition more seamless.
  • Delivered specialized training to supportive and palliative care teams through an education webpage and at staff meetings.

In the coming year, we plan to align a new leadership development strategy to Texas Health’s strategic priorities so that senior leaders at all levels have the competencies they need. We also will begin training hundreds of new staff on our core policies and processes before we open a new health campus in Frisco.

Offering outstanding compensation and benefits improves employees’ financial well-being, which helps them to perform at their best. It also helps Texas Health attract and retain top talent, which is essential to delivering exceptional care and to sustaining the organization.

Total Rewards

Texas Health’ rewards packages are tangible evidence of the strong value we place on our workforce and our commitment to treating our people with fairness. Our compensation policies embody the belief that everyone deserves respect and should share in our company’s success because everyone makes a valuable contribution to it. Our benefits provide additional value that averages almost 30 percent of employees’ salary.

To remain competitive in the marketplace, we continually review and update our rewards programs. We also:

  • Pay more than 80 percent of medical insurance costs and tier employee premiums based on their salary. Employee-only coverage is available for as low as 95 cents per month for those who earn under $25,000.
  • Provide family-friendly benefits and services, such as family medical leave, adoption assistance, flexible working hours, onsite childcare and much more.
  • Pay wages at or above the median rate in North Texas
  • Subsidize health plan costs for older workers moving from full- to part-time status.
  • Increase the amount of 401(k) retirement plan contributions the longer people work with us. After 10 years of service, we contribute up to $1.25 for every $1 that employees contribute (up to 6 percent of their salary).

We take equity — in wages and how we treat each other — very seriously. We evaluate our pay practices and programs each year to verify equitable compensation among all employees. We also conduct annual Equal Employment Opportunity Commission mock audits internally to identify and investigate concerns.

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We aim to create and implement strategies that optimize the well-being of our employees and their families while managing future health plan costs.
2018 Performance

We offered the Texas Health Aetna health plan to employees, which provides affordable care through a high-performing network of providers and facilities. Employees can consult with physicians virtually 24 hours a day to discuss issues at no extra cost. In 2019, we will introduce a new high-deductible medical plan through Texas Health Aetna to help meet the financial needs of our employees and their families. However, they can choose from our plan as well as other insurers for their medical coverage.

Each year, we survey employees to determine their satisfaction with all of our benefits offerings and found 80 percent are pleased, which was higher than the industry average of 63 percent.

Clear, open and ongoing two-way dialogue at every level of our organization is foundational to our success. Engagement demonstrates respect toward employees, builds team members’ confidence and trust in our leaders, enhances our leaders’ credibility and inspires unity. This makes employees and physicians happier, loyal and productive, and more likely to remain with Texas Health.

Employees

An engaged workforce is invested and passionate. Engagement aligns employees with our values and goals and helps them deliver their best. We leverage multiple engagement channels to both share information and solicit input on organizational initiatives, performance expectations, and roles and responsibilities. To take a continuous “pulse” of our workforce, we use an online platform that distributes quick, easy and confidential surveys. By gathering immediate feedback, department leaders can quickly make refinements that improve understanding and job satisfaction.

Physicians

Physician engagement has become a priority to U.S. health systems, as evidence shows highly engaged doctors are more effective in targeting quality and efficiency issues that may help reduce complications, mortality, readmissions and length of stay. Texas Health engages affiliated and medical staff physicians to help improve care delivery and facilitate their participation and alignment in key strategic and operational decisions systemwide. Physician leaders also strengthen peer-to-peer alignment by communicating with other doctors on key priorities.

2018 Performance

We introduced a new way for employees to share ideas and feedback 24/7 through a confidential tool called Anytime Feedback. It allows us to understand what’s most important to our caregivers and staff, hear what’s working well as well as suggestions for improvement. This allows us to identify and quickly make policy changes, respond to safety concerns, replace equipment, and confirm employees have available resources.

For our leaders to communicate important information in person systemwide, we also launched “The WHY” series of videos, which allows them to communicate strategic priorities.

Overall, 84 percent of employees rated engagement as favorable this year, which exceeded external norms by 9 percentage points. Five of our entities achieved top decile performance, six ranked in the 85th percentile and four ranked in the 75th percentile. We intend to continuously improve engagement in 2019 and utilize our listening approach as a diagnostic tool.

We measure physician engagement a bit differently. We evaluate physicians’ satisfaction with the quality of care their patients receive, the ease with which they practice at our facilities, hospital administration performance, the respect with which they are treated and availability of clinic staff to help with patient care. We also assess how physicians align with hospital administrators in terms of communication and responsiveness. These elements are compiled into key composite scores for alignment and engagement which allows national comparison. In 2018, Texas Health scored in the 80th percentile nationally for engagement and the 78th percentile for alignment.

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We seek to cultivate a culture of excellence by meeting the needs of our physicians and employees, and achieve top decile performance in engagement.
Engagement Trending
Alignment Trending

Keeping employees safe at work improves their well-being, allows them to perform at the top of their game, and reduces medical costs and absenteeism.

We strive to create a safe and secure environment by deploying numerous strategies, programs, standards, training, controls, policies, error prevention tools and procedures. A nationally recognized organization, The Joint Commission, certifies and accredits our safety and health management system every three years.

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We seek to create an injury-free workplace and hazard-free care environment.

Our primary risks include injuries from lifting patients or moving equipment, slipping on wet slick floors, needlesticks, tripping or falling, exposure to communicable or infectious diseases, as well as patient or workplace violence. To address these, we:

  • Promote safety systemwide through new employee orientation, continuous training and communication. Our annual safe workplace training teaches employees how to spot and resolve and report workplace hazards and potential violence.
  • Appoint environment of care committees and threat management teams to monitor safety issues and develop action plans at all entities.
  • Provide controls to reduce exposure to bloodborne and airborne pathogens, such as the use of needleless IV systems, safety-engineered sharps and personal protective equipment.
  • Conduct onsite risk assessments with our workers’ compensation insurance provider. These entail evaluating everything from ergonomics to industrial hygiene practices.
    Perform root cause analyses of safety events to inform systemwide decision-making and corrective actions.
  • Analyze safety data to evaluate potential hazards, identify improvement needs, and determine injury frequency, cost and severity.
  • Require employees to report safety concerns, errors, injuries and near-misses in an online tracking system. This helps us identify trends and improvement opportunities.
2018 Performance

The Joint Commission surveyed all of our entities as part of its three-year credentialing process on a wide variety of issues, including our performance under its safety standards. It recertified 100 percent of Texas Health’s entities.

To strengthen our workplace violence prevention capabilities, we hosted onsite safety fairs, training and conducted active shooter tabletop exercises to help leaders think through and effectively respond to potential incidents. Representatives from community response agencies also attended drills to build a shared understanding of our response capabilities and practices.

Also during the year, we enhanced our incident reporting tool to simplify the reporting process, aggressively promoted its use and put non-retaliation policies in place. This led to an increase in overall reporting. By year-end, injuries that resulted in employees losing time from work increased by 34 percent and injuries caused by handling patients increased by 60 percent. The volume of workplace attacks also increased by 43 percent and the number of OSHA recordable injuries that resulted from them increased by 150 percent. Our OSHA incident rate was 4.1, which was lower than the national average of 5.7 for hospitals, but 12 percent higher than our 2017 rate of 3.7.

In 2019, we will continue to educate employees about ways they can help prevent patient and workplace violence, and roll out program enhancements.

OSHA Rates
OSHA Incidents

Helping employees take control of their health improves their well-being, makes them happier and more productive at work, and enables them to put into practice the very self-care strategies we encourage our patients to adopt.

Establishing a strong culture and systems of caregiver support are essential when working in high-stress health care environments. To help employees make their own well-being a priority, we created an award-winning Be Healthy wellness program. Be Healthy offers healthy lifestyle choices, strategies and rewards to reduce employees’ risk factors and to help them take care of their mind, body and spirit. This includes health education, onsite health fairs and biometric screenings, weight management and smoking-cessation programs, and involving employees’ families in healthy activities. We regularly assess progress and develop or refine targeted interventions where they are needed most.

As a Blue Zone Approved Worksite™, we also have integrated purpose, movement, nutrition and other healthy living habits in the workplace to enhance employees’ longevity and overall well-being. These range from providing healthier food options in our cafeterias to walking trails and meditation gardens.

2018 Performance

While we see higher employee participation in our wellness programs than our peers, we are working to reach those who have resisted making lifestyle changes. We refreshed our outreach campaigns to attract new participants this year.

Texas Health continued to be recognized for our commitment to employee well-being. We were one of 17 organizations nationally to receive Platinum recognition from the National Business Group on Health as part of its 2018 Best Employers for Healthy Lifestyles® awards. This is the 10th year we have been honored for having a workforce well-being strategy in place with demonstrated results. We also achieved gold-level status on the American Heart Association’s Workplace Health Achievement™ Index for implementing quality workplace health programs and instilling a culture of health best practices.

The connection between employee and organizational health remains indisputable:

  • We helped 41.2% of tobacco-cessation participants quit.
  • We increased employee medical costs only 4.1% since 2003; the marketplace average is 6-8%.

In 2019, we intend to:

  • Implement a high-deductible health plan with Texas Health Aetna that will allow employees to create their own health savings account.
  • Continue the communication refresh across all benefits communications to support engagement in programs.
  • Pilot a $0 copay diabetes program with Texas Health Aetna to better support our employees and their families struggling to manage diabetes.
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We aim to optimize employees’ health and productivity by reducing their risk of chronic disease. We also seek to reduce absenteeism as well as our medical benefits costs and workers’ compensation claims.

North Texas is a melting pot of cultures, faiths and backgrounds. To make Texas Health a great place to work – and to receive care – we must embrace a diversity of perspectives, experiences and styles.

Beyond demographics, we seek to understand the needs and preferences of our workforce – what attracts employees to Texas Health and what motivates them to do their best work. Being informed by their opinions, experiences and insights also allow us to serve culturally diverse populations more effectively.

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We want employees of all backgrounds to have an opportunity to fully contribute to our Mission.
Maximizing Inclusion

Respecting our differences is woven into all of our Values — Respect, Integrity, Compassion and Excellence. We also diversify our employment value proposition to attract and retain all generations and reflect the changing needs of our workforce. To reinforce our commitment to equality, we have written policies, hiring practices and programs that emphasize inclusion and prohibit discrimination.

Starting at recruitment, we hire employees who are representative of the communities we serve. This allows us to care for patients and their families with greater understanding and compassion. At new hire orientation, we then deepen employees’ awareness of the role they play in providing culturally appropriate care, and in driving innovation, creativity, engagement and success.

Our Diversity Action Teams advance awareness of behaviors associated with inclusivity and culturally competent care within Texas Health and employees are trained in these strategies.

2018 Performance

Our commitment to diversity and inclusion continued to be recognized during the year when Texas Health was named:

  • No. 5 Fortune’s Best Workplaces for Women
  • No. 4 Fortune’s 20 Best Workplaces for Gen X’ers
  • No. 8 Great Place to Work’s Best Workplaces in Diversity
  • No. 8 Fortune’s 100 Best Workplaces for Diversity

Women, ethnic minorities and people of all generations continued working for Texas Health:

PopulationAll employeesManagers and aboveSystem/hospital officers
Men21.3%31.1%41.5%
Age <3015.8%0.7%0.2%
Age 30-4952.7%51.0%44.1%
Age 50+31.5%48.3%55.7%
Women78.7%68.9%58.3%
Ethnic minorities43.5%24.0%17.9%

We believe that what our employees do — interacting with others all day long, behaving in caring and compassionate ways, and making decisions that could potentially affect another person’s life — is really important work. Equally important is showing our people that we respect them and appreciate what they do.

Thanking them for their contributions and excellent work helps them feel valued and appreciated, reinforces behaviors that we want to see more of, enhances pride in their work and strengthens their commitment to Texas Health.

Our Approach

We have strategies in place to drive employee recognition at all levels of the organization using a variety of financial and non-cash methods. Recognition can be formal or informal and may take the form of thank you e-cards, luncheons or formal events. Whether the recognition is for improving patient safety or being an exceptional volunteer, we acknowledge individual and team successes.

Applause! is our systemwide management and peer-to-peer recognition program using a points-based award that can be redeemed for gifts. The more impactful the nominee’s contribution, the more points they receive. Gifts range in value from $5 to $10,000 and include everything from gift cards, watches, and cookware to kayaks and travel cards.

Additionally, we recognize employees’ service milestone years at five-year increments. Honorees receive a printed celebratory yearbook that includes personal photos and messages of appreciation from their CEO, managers and coworkers.

2018 Performance

Managers and employees sent more than 112,000 thank you cards to colleagues and awarded nearly $1.3 million in gifts. By year-end, nearly 90 percent of our workforce had been recognized through Applause. Texas Health also paid out $54.3 million in incentives paid out to frontline employees for achieving key performance indicators.

Of the employees who participated in the Great Place to Work® Institute’s Trust Index® Assessment and employee survey, 85 percent said, “Management shows appreciation for good work and extra effort” — exceeding the average score of organizations listed in the 100 Best Workplaces ranking.

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We strive to formally recognize at least 75 percent of our employees through Applause each year.