Fostering a Culture of Health & Wellbeing Benefits from a Dedicated Team

Kristen Bedrick, R.N., the director of health and wellness at Lahey Hospital & Medical Center (LHMC), is keenly aware healthcare workers approach stress and wellness differently. Their actions and reactions, she says, can vary by gender, age, professional experience, and more. Even an individual’s own outlook on stress and wellness, she notes, can change from day to day, depending on what the worker is experiencing at any given time.

But a certainty, Bedrick says, is if hospitals and health systems want to address the wellbeing of their workforce completely and effectively, they must create a dedicated wellness team. Layering wellness duties on to other roles is not adequate, she says.

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Hebrew SeniorLife's Post-Acute Strategies for Retaining Talent

Tammy Retalic, Chief Nursing Officer & Vice President, Patient Care Services, at Hebrew SeniorLife, shares advice on how to fill the post-acute workforce recruiting pipeline through a combination of new and established career opportunities, retention strategies that include recognizing staff for excellent work, and ongoing professional development.

Retention Strategies in Behavioral Health Settings from TaraVista/MiraVista Behavioral Health Centers

Joseph Doolin, Chief People Officer at TaraVista and MiraVista Behavioral Health Centers, talks about the power of saying “yes” and maintaining a supportive, engaging, and trusting culture to foster growth and retention.

The Right Role at the Right Place: BILH on Advancing Workers

A lot can change over the course of a healthcare worker’s career – relationships, children, moving from one town or city to another, as well as personal and professional growth and transformations. Luckily for staff in the Beth Israel Lahey Health (BILH) system these changes are not only accommodated but encouraged. Lori Cunningham, VP of Talent Acquisition, has a motto:

“BILH would like you to start your career and have you retire here. BILH wants to provide all opportunities for career growth within our own system.”

BILH has developed a program that aims to keep its workers in their system, but not necessarily tied to a specific role or organization within it.

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Bringing Joy to People’s Jobs Helps Southcoast Health Recruit & Retain

It can’t just be about the money.

That’s what Kris Aimone, the Wellbeing & Engagement Program Manager at Southcoast Health, says when talking about how to invest in employees and wellbeing at the system’s three hospitals – Charlton Memorial in Fall River, St. Luke’s in New Bedford, and Tobey in Wareham – and more than 55 service locations across the South Coast of Massachusetts and Rhode Island.

“The old saying is true. Money doesn’t buy you happiness,” she says. “Eventually people are going to say, ‘What am I doing this for? What am I getting out of this job?’ What we’re trying to do at Southcoast is focus more on the whole-person, wellbeing approach. We’re trying to reconnect people to the point where they’re doing things, and continuing to do them, because they want to, and it’s rewarding to them.”

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