You are an HR professional at a large teaching hospital with responsibility for the areas of employee talent development and employee experience (sometimes called employee perspective). The hospital's mission is to integrate a broad spectrum of clinical care, teaching, and research, with special emphasis on the health of children and their families, for two states on the east coast of the United States.

Recently, you have observed high rates of turnover across a number of occupations. Licensed practical nurses, radiologist technicians, surgical technicians, pharmacy technicians, medical assistants, laboratory technicians, and dietitian assistants are at the top of the list of people your hospital cannot keep. You have been conducting exit interviews and talking to current employees about what the areas of concern are that could be influencing the high rate of turnover.

As it turns out, another hospital in the area that has been aggressively recruiting new employees. The hospital is associated with a medical school and an external physician assistance program. They are using a completely new employee experience approach that includes:

• Advancement opportunities through joint university and technical certification programs.
• Cross-field rotations.
• Tuition assistance.
• Scholarship programs for entry into the physician assistant program.
• Work time for physical fitness.
• Co-located complimentary daycare for second and third shift staff.
• A gourmet cafeteria.

These benefits are part of what the private hospital calls a comprehensive work-life career-investment program for employees. Your institution has a legacy cafeteria and nothing that mirrors the other hospital's employee experience program. Additionally, recent engagement surveys indicate that employees are not getting the career guidance from team leaders and supervisors that they think they should. Several surveys of employees found that they felt they are not valued or considered part of the organization and that "only doctors and RNs really mattered."

Your Challenge

This assessment examines how to assess the effectiveness of employee talent development and employee experience (employee perspective). Consider the challenging conditions that you would face in the situation presented.

• What would your next step be in confronting the HR challenge faced by the hospital from a competitive standpoint? Should you present the differences between your hospital and its competitor's programs to your supervisors or even the hospital director? If yes, why, and how would you go about that? If not, what would your rationale be for your decision?
• What research would you do? Making the type of changes that the other hospital made is a major effort in cost and from an organizational culture and employee-valuing perspective.
• What challenges might you face from your own HR director? From medical staff leaders and others? The cost of current turnover is coming close to 15% of yearly salary for some positions, and the loss of institutional knowledge is affecting treatment quality, according to a panel of physicians and nursing staff.
• What new and different programs might be introduced into the organization to improve the employee experience considering the scope of challenges that were discussed in the introduction?

Prepare a 3-4-page report that states your recommended course of action. Along with your recommendation, include the following:

• Analyze, from a competitive standpoint, how proposed recommendations address the HR challenge faced by the hospital.
  • What is the scope of the differences between your hospital and its competitor?
  • What would it take to emulate the competitor's programs?
• Describe key factors considered to support the major effort and cost it would take to enact changes in organizational culture, which could be embraced by employees.
  • What challenges would be faced by trying to emulate the competitor's programs?
  • What would the risks be by not addressing the differences between your hospital and its competitor?
• Explain how to mitigate cost of current turnover and the loss of institutional knowledge that is affecting treatment quality.
  • What is causing the turnover?
  • What actions can you take to address the issue?
• Describe programs you would introduce to improve the employee experience.
  • What are the different parts of your programs?
  • What are they intended to do?

please include sources used so that I am able to write my analysis