Texas Health People
Community Responsibility & Sustainability Report

Our People

Talent Acquisition

As one of the largest employers in the region, Texas Health is blessed to have a large pool of candidates knocking on our door—more than 150,000 each year. Having a workforce that embodies our values and forges respectful, compassionate and trusting relationships with each other and the people in the communities we serve drives our hiring practices.

In 2016, we transformed how we look for and source talent. We modified our pre-employment assessment to identify candidates who would fit the best within our culture. Why? Our employment data revealed that when we hire employees who placed high on our cultural assessment, it improved engagement, as well as employee and patient satisfaction.

We also increased how quickly we fill positions. For example, if we post a job that doesn’t get enough qualified applicants within 21 days, we ask our sourcing team to actively search for ideal candidates instead of waiting for people to come to us. Previously, this search didn’t begin until 60 days after a job was posted. This change improves recruitment efficiency and costs, as well as new hire satisfaction.

Also, we continued seeking creative ways to fill a shortage of essential positions, such as qualified physicians and nurses and culinary professionals. The influx of people coming to live in North Texas has increased demand—and competition for—top talent.

To address this, we are:

  • Advocating to increase residency programs for physicians statewide.
  • Planning to expand the family medicine residency at Southwestern Health Resources.
  • Funding a physicians’ assistant development program.
  • Working to identify faculty who can create and expand nursing programs.
  • Educating restaurant and culinary professionals on the benefits of applying their craft within a hospital environment.
  • Expanding our nursing residency program to include specialized perioperative pipeline for critical positions.

In 2017, we plan to reduce the number of days between the publication of a job and getting an offer accepted by 20 percent, which is essential to sustaining revenue and growth plans.


Employee retention is a key performance measure and a strategic focus throughout Texas Health. Preserving our reputation as a best place to work helps us retain the brightest talent in the region.

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.

We continually track and assess employee retention to ensure that we are maintaining our top talent. We openly communicate with our employees, assess their feedback and meet with high-performers who voluntarily leave the organization to identify potential issues. We review this information to make course corrections and craft improvement plans. In 2016, 17 percent of our workforce had 25 years or more of service with Texas Health. Our retention rate remained stable at nearly 86 percent.


Learning & Development

We wholeheartedly believe that as part of our commitment to becoming a high reliability, consumer-focused organization it is our duty and our privilege to help our employees to continually develop their talents, gain new skills, build knowledge and expand their experience.

Developing our employees increases their value within the health care industry and also improves our ability to deliver excellent care in service of our Mission “To improve the health of the people in the communities we serve.” We also believe that it’s just the right thing to do.

We empower employees to stay current and to drive their career development through our expansive cutting-edge educational resources, Texas Health Resources University, and career development programs and opportunities. From assessment tools and thousands of targeted learning courses and training programs to leader development programs and tuition reimbursement, we provide a plethora of opportunities, tools and resources for employees to discover and develop their talents.

In 2016, we made several enhancements to our development structure and strategies. We began:

  • Putting the framework in place to begin to offer customized training based on each employee’s role, skill sets and career plan to make development more meaningful and relevant.
  • Revamping our talent acceleration program by assessing high-potential employees for their leadership potential. The evaluation helps us identify what skills are needed to advance, for example, from a manager to an executive. Armed with this knowledge, we then examine an individual’s leadership capabilities with potential growth opportunities. We also explore an employee’s interest in advancement as well as create a plan to achieve it.
  • Shifting away from delivering annual performance reviews to instead moving leaders into coaching roles. This will set the stage for leaders to more regularly engage and mentor employees to ascertain what skills are needed to improve their existing jobs or to help them advance to another position within the system.
  • Providing more hands-on opportunities for employees to practice a skill, e.g., public speaking, instead of simply taking an online course.
  • Advancing efforts to become a highly reliable organization by delivering training on new leadership behaviors to about 23,000 employees.
  • Mapping employees’ skills to help us identify what they need to know and by when. This also allows us to retain valuable employees by identifying a variety of jobs that align with their key interests and areas of expertise.

In 2017, we will pilot the use of new competency frameworks with leaders to identify their key leadership skills by level. This will help us identify and close development gaps where needed and support transitions between roles.

Compensation & Benefits

Texas Health’s compensation and benefits packages demonstrate our investment in the caring professionals who help us achieve our Mission. We design these to enable employees to take care of their body, mind and spirit—today and in the future.

We pay more than 80 percent of medical insurance premiums and tier employees’ costs based on their salary to make coverage even more affordable. Employee-only coverage is available for as low as $2.50 per month for those with a salary under $25,000. We also subsidize health plan costs for older workers moving from full- to part-time status.

Our 401(k) retirement plan increases what we match of employee contributions as their years of service increase. We contribute up to $1.25 for every dollar that employees contribute and up to 6 percent of their salary after 10 years of service, which gives us a competitive advantage. Additionally, we offer unique employee benefits from on-site child care services and discounted fitness centers, to chapels in each hospital and employee discounts on various products and services.

In 2016, 98 percent of our employees were satisfied with our benefits offerings, which contributes to our high retention rate.


Robust employee, volunteer and physician engagement is critical to fulfilling Texas Health’s Mission, Vision and Values, and for achieving our strategic objective of becoming nationally recognized as an excellent and innovative health care system of choice.

Highly engaged and satisfied people are better able to collaborate to improve patient care, are more loyal and productive, and are more likely to recommend Texas Health as a best place to work and receive care—all of which are critical to our long-term sustainability.

We leverage multiple communication channels to engage teams on their roles and responsibilities, our expectations and to gather their feedback. This helps us better understand why employees, volunteers and physicians feel the way they do and how we can address opportunities for improvement.

To benchmark satisfaction and engagement performance, we use a national survey administered by Press Ganey, as it allows for comparisons against similar organizations outside Texas Health. Individual department managers review survey results and develop appropriate action plans as needed.

Our goal is to rank in the 90th percentile or better, which we achieved in 2016 by ranking in the 93rd percentile.

In 2017, Texas Health will be changing the way we gather employee feedback. We will evolve from our traditional approach to more frequent targeted surveys and pulse checks. Additionally, we will be deploying an “always on feedback” survey so that employees can provide their feedback anytime. This new approach will help us understand employees’ perceptions about specific initiatives so we can refine them appropriately and quickly.

  • Physician Engagement and Alignment

    Texas Health engages affiliated physicians to help improve and facilitate their participation and alignment in key strategic and operational decisions systemwide.

    Not only do we collaborate on ways to improve our collective value in the health care marketplace, we also share the economic benefits that come from improved performance against quality and safety metrics. Working as partners allows us to deliver better care and satisfy our patients.

    Whenever possible, physicians communicate with other doctors to strengthen peer-to-peer alignment. In 2016, a survey of 1,405 physicians found their engagement ranked in the 81st percentile and alignment was at the 88th percentile, an improvement over 2015.


Workplace Safety

Our most frequent injuries result from patient lifting as well as slips, trips and falls, and strains and sprains.

Because workplace injuries can be costly to employees’ well-being and to Texas Health, we take a comprehensive approach to providing a safe, clean and healthy operating environment and to keep employees free from harm. This includes:

  • Robust safety management system, programs, standards, controls, policies and procedures.
  • Rigorous reporting and corrective action plans.
  • In-depth training and education on how to spot and resolve workplace hazards and potential violence.
  • Workplace assessments and dashboards to quickly identify issues and trends.
  • Analysis of injury frequency, cost and severity.
  • Comprehensive safety campaigns, committees and champions.
  • Specialized equipment and safety management teams.

Texas Health has been delivering crisis intervention training to help employees mitigate and respond to issues in a non-violent way before they occur or escalate. Advanced training also was provided to behavioral health and security personnel.

Unfortunately in 2016, we experienced a 23 percent increase in patient attacks on employees. We believe that one attack is one too many so training is being expanded to other high-risk areas to help reduce this in the future. Part of the increase also may be attributable to our robust program that identifies these issues so we can better prevent them in the future.

We also trained staff on how to protect themselves from bloodborne pathogens, to properly wear personal protective equipment and to use error prevention tools. Recently introduced, the tools help employees deploy safety strategies, consider safety in all they do and speak up when they see unsafe behaviors.

Safety Performance

Overall, Texas Health’s workplace safety performance improved in 2016. Our Occupational Safety and Health Administration (OSHA) incident rate was 4.3, which is substantially lower than the national average of 6.0 for hospitals and our lowest since 2009. We did experience a 9.5 percent increase in employee injuries caused by handling patients and will work to reduce strains from lifting in the coming year.

In 2017, we will continue providing safe workplace refresher training, increase safety awareness and provide hands-on learning opportunities to reinforce safety practices. We also will implement a new tracking system for employees to report safety concerns, errors, injuries and near-misses. This will more accurately capture safety data to identify trends.

Occupational Health & Wellness

Texas Health has two roles: caring for our patients and caring for those who care for our patients. In our high-stress environment, there has to be a strong culture of support beneath and behind our caregivers, making them feel cared for—just as they care for others. This is the core of Our Texas Health PromiseSM: Individuals Caring for Individuals, Together®.

Our Total Health benefits program is designed to motivate employees to move from health awareness to action to inspiration. We combine individual and organizational strategies to reduce the risk of disease, absenteeism and associated insurance and workers’ compensation costs. We also take innovative steps to inspire change in the way employees and their families think about their own health. We then assess employee health data to develop or refine targeted interventions where they are needed most.

The connection between good health and the bottom line is indisputable:

  • Our employee medical costs have only increased 47 percent since 2003 compared to the marketplace average of 104 percent.
  • Our medical and prescription drug costs per employee are 9.6 percent lower than the industry.
  • Our per employee costs were $11,256 in 2016, while the national average was $12,339. This $1,083 savings per employee equates to an $18-million cost advantage.

Health Infographic

  • Wellness

    Texas Health’s award-winning Be Healthy employee wellness program promotes the benefits of healthy lifestyle choices, and offers strategies and rewards to help them make changes that reduce risk factors and improve well-being. Participants have reduced their prevalence of obesity, smoking, stress and other high-risk categories. In 2016, highly engaged employees had 29 percent fewer emergency room visits (per 1,000) and 28 percent fewer inpatient admissions than non-engaged employees.

    We also launched Real Appeal, a weight management program available at no cost to eligible employees. About 1,913 participated—84 percent of whom had high health risks—and lost a collective 8,267 pounds.


Woven into the fabric of Texas Health’s culture is the inclusion, respect and compassion we have for all the ways we are different. Here, people of all backgrounds have an opportunity to fully contribute and share in our success.

North Texas has a wide representation of people who make up different races, ages and ethnicities, and who speak more than 200 languages and have different health care needs. Providing effective health care for each person requires a thoughtful and inclusive approach. To meet this goal, we train and assess bilingual employees to help communicate and interpret in clinical and/or business interactions. All of Texas Health’s hospitals and clinics have a Diversity Advisory Council and qualified bilingual interpreters to support caregivers and patients.

Diversity Infographic

To maximize our commitment to equality, we have written policies, hiring practices and programs that embrace diversity and emphasize tolerance. We also establish diversity-focused hiring goals through our annual affirmative action plan and grow our multicultural and multi-aged workforce through a number of strategies.

In 2016, Gen Xers represented 41 percent of our employees, Baby Boomers accounted for 29 percent of our team and Millennials represented 30 percent. Ethnically diverse employees comprised 40.9 percent of our workforce, and we hired 7 percent more military veterans and disabled staff than 2015.


Health care is a hands-on, human-centered business. Relationships are everything. As we work to fulfill our Mission to improve the health of the people in the communities we serve, how we show respect for our employees affects how they, in turn, treat the people they serve.

What our employees do—behaving in caring and compassionate ways and making decisions that could potentially affect another person’s life—is important work. Equally important is thanking them for their dedication and commitment to excellence. Doing so helps them feel valued and appreciated, enhances their pride in their work and strengthens their commitment to Texas Health.

Texas Health rewards employees for:

  • Improving quality and working safely.
  • Strengthening culture and driving innovation.
  • Reducing costs and increasing efficiencies.
  • Achieving key performance indicators and other milestones.

Our Applause! recognition system allows employees to send thank you and gift cards to honor their peers and leaders. Recipients earn points based on the impact of their contribution, which they can redeem for gifts ranging in value from $5 to $10,000.