An organization recognized for its leadership, culture and best practices can attract and retain top talent and promote a higher level of performance to achieve corporate objectives. Employers of choice enjoy other benefits including high morale, engagement and productivity. Martin Memorial Health Systems (MMHS) recognized the importance of these benefits to retain the best and brightest talent within the organization, particularly its high turnover nursing population. So, when MMHS saw high turnover rates, the solution was to rededicate more than 3,000 volunteers and employees.

Based in Stuart, Fla., Martin Memorial is composed of two hospitals, two MediCenters, a freestanding emergency center and numerous outpatient centers and clinics. The not-for-profit, community-based health care system began a journey in 2007 to earn the Employer of Choice designation from Employer of Choice Inc.

As a result of stronger leadership and education initiatives, some designed specifically for nurses, MMHS was recognized as a national Employer of Choice in 2009, 2010 and 2011. The distinction placed it in a group of 17 health care organizations — and 30 companies — nationwide that have earned the distinction.

“Our journey to become an employer of choice has had tangible benefits for our organization,” said Mark E. Robitaille, president and CEO of MMHS. “Since we began working toward this recognition over eight years ago, we have seen associate satisfaction rise significantly, while reducing workforce turnover.”

MMHS saw turnover fall from a high of 15.85 percent in 2007 to 8.94 percent in 2009. As of January 2011, the results continue to improve with associate turnover at 7.56 percent.

How to Become an Employer of Choice

The journey actually began in 2002 as part of MMHS’ quest to continuously improve engagement and meet its strategic goal to become a nationally recognized Best Place to Work organization. It all started with an anonymous employee questionnaire.

In 2002, MMHS spent most of its time focusing on engagement survey results as a way to tackle key areas that needed improvement such as senior leadership visibility, communication, associate involvement and shared governance. During the past few years, the organization has used those results to initiate proactive planning efforts that promote internal leadership development, succession planning and future growth.