Trident Health System has been experiencing difficulties attracting and retaining registered nurses (RNs) at its central hospital. Based on data from follow-up surveys with former applicants and from exit interviews conducted with former employees who voluntarily left the organization, HR leaders have concluded that a large number of individuals have been lured to a local competitor called Advantage Health. In particular, a number of former applicants and employees have reported that their primary reason for leaving was because Advantage Health paid RNs higher hourly wages as well as higher night and weekend pay differentials.
The HR leadership at Trident Health System acknowledges that they pay RNs lower wages than Advantage Health. However, based on market review data, they have reason to believe that Trident Health System offers one of the most generous benefits packages of any similar-sized health care organization in the region. Specifically, they offer generous employer costsharing contributions to employee medical, dental, and vision plans, as well as on-site subsidized child care services and a free employee cafeteria.
Despite their generous benefits package, HR leaders are concerned that perhaps they are not doing a good enough job communicating information about their benefits to job candidates and current employees. At this time, job candidates and current employees can access information about benefits via the company’s benefits webpage, and current employees can also look at their benefits deductions presented in their biweekly pay stub.
Questions 1. What can Trident Health System do to improve how it communicates benefits to job candidates? What about current employees?
2. What methods would you recommend that Trident Health System use to communicate the value of its benefits offerings? Why?
3. What data-collection method(s) can the HR leaders use to determine which benefits employees

(a) say they want and

(b) actually utilize?