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This is the Becker's Healthcare Podcast,

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created by the team of
Becker's Healthcare,

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a multimedia company devoted to
the people who power us healthcare.

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Four new 15 minute episodes are released
daily containing industry news analysis

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and thought leadership.

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From powerful healthcare decision makers
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star rating and review on Apple
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Thanks for listening.
Now here's the episode.

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This is Chris oss with the
Becker's Healthcare Podcast.

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I'm thrilled today to be
joined by Janelle Adam,

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executive Vice President and Chief
People Officer at Children's Hospital and

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Medical Center in Omaha. Janelle,
thank you so much for joining us today.

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Oh, thank you. I'm excited
to be here with you today.

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Excellent.

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Could you please introduce yourself and
tell us a bit about your background?

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Absolutely.

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So I have a long career in
building great cultures and people

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practices for large healthcare
systems, universities,

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academic medical centers, and now at a
pediatric healthcare center, as you said,

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Chris, I am the, uh,

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E V P and Chief People Officer at
Children's Hospital Medical Center here in

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Omaha. And I oversee the human resources,

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diversity and inclusion marketing
and communications areas.

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And our teams are completely focused
on culture, brand reputation,

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experience for all the people. So
that's our workforce, patients,

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learners, and community partners.
So prior to joining Children's,

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I was the Chief Human Resources
Officer at Creighton University

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in their medical center,
um, academic medical center.

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So they've got campuses
in Nebraska and Arizona.

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And then I've also held HR
leadership roles at Sanford Health,

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and that's the largest rural health
system in the United States in Avera

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Health, which is a integrated
health system in the upper Midwest.

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So some things about me, I
love music, travel, fitness.

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I'm a wife and a mom to two
kids are ages seven and 12,

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and they motivate me to live
our organization's mission,

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which is to impact the
life of every child.

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So I'm excited again to be with you
and share about the journey we're on at

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Children's.

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Well, we're happy to share that
journey with our audience. For sure.

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So on that note, regarding the employees,

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how does Children's of Omaha grow about
investing in their wellbeing and how has

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that evolved since the pandemic hit?

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You know, coming out of the
pandemic healthcare professionals,

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they really experienced extreme burnout
and healthcare leaders were faced with

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how to combat this. This is really
a unique challenge for our industry.

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And every health system
was in this together,

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and it really focused on what do we do
to ensure that we can keep people in

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healthcare professions and then
also within our organization.

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And that related what we believed was
to employee engagement and wellbeing.

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So what that meant for us was we
are gonna address wellbeing and

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we're gonna do it through a holistic,
inclusive, and a multi-dimensional lens.

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So we did engage and listen to
our team members to hear what

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was important and meaningful for them.

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And so then in 2022,

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we launched a variety of
wellbeing programs and
initiatives that were tailored

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to our workforce.

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And the key areas for us
were emotional, social,

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financial, um, physical
and community wellbeing.

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So this is an important pillar.

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We have focused on a people first
culture and many organizations say it,

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but we are saying it and we're
walking it. And through this,

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the wellbeing is a key pillar to that.

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We are putting our people at
the beginning of every equation,

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and that's every decision. And so we
believe that if we take care of our own,

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they're gonna take better care of our
patients families in the community.

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And so this has positively
impacted our quality and

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safety outcomes. We've seen
it in our engagement numbers,

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our patient experience, feedback,

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and then our strategic
growth as an organization.

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So there's definitely a
connection to engagement and

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wellbeing being a driver of that.

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So we do believe that if you
as an employee feel steady,

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safe and supported personally
and professionally,

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that you can be fully
engaged while you're at work.

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So we did broaden this definition
and launch these programs,

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and we just completed our
2023 engagement survey,

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and we received the results here in May.

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And we did receive validation from
our team members that the wellbeing

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is noticed and having an impact.

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So nearly nine out of our 10
employees had a favorable perception

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of the availability of resources
to support their wellbeing.

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And we were really pleased to
hear this because in our 2021

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engagement survey,

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this was one of the lower scoring
areas for our organization.

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Well, congratulations
on such an improvement.

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I'm sure your employees very much
appreciate it. There's no doubt your,

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your patients and everyone else
who's involved with the hospital.

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So you mentioned those programs.

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So let's go from the 30,000 foot view
to a little more zoomed interview.

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What are those programs exactly
that have proved successful?

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You know, this is a great
question and there are many.

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And so when I think about this, you know,

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first I'd like to highlight our Be
Involved program. And this is a,

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a new paid volunteering
program. And this again,

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came from the voice of our
team members with our mission.

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We are focused on the clinical component,
advocacy, research, and education.

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And they wanted to find a way to
go out and help advocate and be

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part of our community and give back.

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So this program was launched and it
really mobilizes our mission and the

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great gifts and talents of our team.

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So these paid volunteering programs send
a strong message to our team members

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that we care about our community
and we care about them.

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So this program launched in 2022,
and within the first six months,

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there was tremendous engagement.

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We had over 800 volunteer hours at, um,

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nonprofit organizations across the
state of Nebraska. And to date,

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we have over 1400 hours that
have been logged. And again,

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it's really helping to
carry our mission forward.

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We're finding the team is experiencing
great wellbeing for it with it because

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they get to spend time with their team
members and get to know each other there.

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But then also, as research
says, when you give to others,

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it does help your satisfaction
and wellbeing. You know,

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the other area that we've spent, um,

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a lot of time and energy
on is recognition.

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And that's really important
again, from an engagement driver.

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So we launched a new recognition
platform and we call it the Sunshine

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Hub.

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And this platform elevates and
really integrates our children's

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core values so that team members
can recognize each other when they

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demonstrate, you know,
elements around innovation,

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collaboration, accountability,
respect, or excellence.

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And this platform launched
in February of 2023,

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and we've had over
33,000 recognitions sent

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today. So our vendor was like,
wow, you are gold star here.

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They've never seen, um, that
type of engagement. So again,

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it's, we're really proud of that.

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We heard from our team members that
engagement from the organization,

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but also their colleagues
and leaders are important.

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So that one's had great success,
great success. You know,

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another program I'd like to highlight
is around social determinants of health.

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And I know every health system is,

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is really trying to have an impact
and are deeply committed to this and

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making a difference for their patients
families and the communities that they're

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in. And we at Children's are
in that exact same environment.

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So as we were making this
commitment to our strategic plan

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to begin to address this for our
patients and families in our community,

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we as a leadership team took a step
back and said to ourselves, gosh,

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I wonder if our team members,

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as we ask them to go out and identify
individuals that may have needs

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and connect them to resources,

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do we have individuals that may
be having those same experiences?

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And we made a decision to survey
our team members and ask them

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questions around social determinants
of health. And that survey,

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we had high engagement with it and we
did receive feedback that there were

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team members struggling with
this and needed help. So we,

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from there we started on this quest to
find out what programs can we do and

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community partners can we engage with
to help our team members that have

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experiences either with
economic instability,

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food or transportation, security issues,

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childcare challenges,
education interventions,

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all of those behaviors and components
of social determinants of health.

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So through that, you know,
from an economics standpoint,

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we invested in pay, right? We wanted
to make sure we had living wage and,

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and minimum wages were at a place that
we could be really competitive and people

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would have a living wage. We also, um,

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invested a lot in our financial
wellbeing series, uh, again,

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helping individuals really
understand their finances and also if

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there's needs, how to access,
you know, if it's Medicaid, um,

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other resources available there.

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From the food and and
transportation security,

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we launched what we call a WeCare fund.

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And this is a fund that employees can
access, you know, if a need arises, um,

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again related to really anything in
their life that is, is difficult.

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We also, um,

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have different ways that if people
have food and and gas assistance,

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we they can reach out and, and,
um, access those resources.

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You know, from the education intervention,

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we've invested a lot in our tuition
programs. So for our employees,

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we've built relationships
with local universities,

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community colleges to have
reduced tuition options.

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We've also extended our tuition
remission reimbursement benefit to our,

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uh, their dependents if an
employee's not utilizing the benefit.

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And the one I'm really,

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really proud of is we just had our first
graduating class of our English as a

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second language cohort,

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and that is a class
that we offer on campus.

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We pay employees for their
time and also studies

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to, to participate in that program,

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provide 'em with laptops
and other resources so that

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they, um, can increase
their English proficiency.

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And that's been really
great and well received.

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We just had our graduating class
and what we found is this area, um,

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not only has it helped the individuals,

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but it's helped with retention
and reducing turnover, um,

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in the key departments where individuals
were actively participating in

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this program. The other piece is we
had, I had said earlier, you know,

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we've got great partners in our
community and we wanna partner

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with them. Again, they help to serve
our, our patients and families,

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but we also know they can
help with our team members.

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So two of the programs I thought
would be fun to share with you today,

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Chris is the first one is
a Grow Navigator program,

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and that's actually
through our local chamber.

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And this is a social worker
that is on site on campus

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here that any team member at any point
in time can access confidentially and

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voluntarily.

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And this person helps them to
understand their situations and

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also, um,

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align them with any services
that they may need near term or

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long term.

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What we found with that is one of the
frequent inquiries and support needed

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there work again around the housing,
financial, legal, and childcare.

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The other is Habitat for Humanity.

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Our local Habitat for Humanity
has an incredible program to help

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individuals become mortgage ready.
So there's a lot of education,

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support and services available
for team members who are, um,

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on that journey.

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So those are two great partner
ships that we've formed

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and our employees are really
having a great experience.

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They're engaging with them
and it is helping them, um,

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with areas that they've indicated
they have needs with. You know,

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you can do all these programs,

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but in order for it to be
sustainable and long-term, you,

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you as an organization have to commit
to having the structure in the people to

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do this work. So we have, um,

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what we have identified is,

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and we call 'em our We Thrive team
and their roles and their part of our

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HR team and their work is, is again,

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to support these many programs
and those five key areas and

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pillars of our wellbeing program.

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The other recent additions we
have, we have got a, our new,

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our new chief morale Officer Howie.
He is our four legged friend.

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He is our team member, facility
therapy, dog and therapy.

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He has just been a great
addition to our We Thrive team.

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How are you not loving
having a dog in the office? I

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<laugh> would you mind sharing
some of the insights as how these

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programs connect with
your program's goals?

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You know, absolutely. You know, we,

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we say it's pretty simple
here at Children's that by
taking care of our people,

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they can take care of our
patients in the communities we

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serve. And in the recent
years, children's leadership,

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we've made a significant investment
in our people for the long-term

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success of our organization.

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And ultimately our strategic
goals and objectives can only

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be accomplished and powered
through our people. And they are,

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we wanna lead the way in safety,
quality, and exceptional care,

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championing the needs
and welfare of children,

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improving the health and wellbeing of
children through discovery and innovation.

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We wanna train and develop the
pediatric healthcare workforce and

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foster an environment where individuals,

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teams and our organization
will grow and thrive. So again,

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by taking care of our people,

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they can take the very best care of our
patients and the communities we serve.

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Well, I also wanted to ask you, Janelle,
so spinning it forward a little bit,

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I mean everyone it seems has had
trouble with staffing issues,

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not just the healthcare industry, but
just about every industry in the us.

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How do you think these efforts are
reflected in your recruiting efforts? You.

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Know, that's a great, a great
question, Chris, because, you know,

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as we've been spending time
talking through our time together,

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it's been a lot on retention and that's
certainly an area where we've doubled

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down is retention. But
in order to meet our,

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our goals or our strategic
focus and, and growth,

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because we have many individuals wanting
to utilize our services, we do need to,

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to build and, and grow our team.

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So recruiting has had great success

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because of the reputation.

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If I just start with the brand and
reputation that we have built as an

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organization over the last couple
years around taking care of our people,

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being a place where, you know,

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we're gonna support you and care for
you personally and professionally,

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but our leaders have also gotten
really, really, really creative around,

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you know, flexible
schedules. What can we do?

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Because people do have needs
that are different and the

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workforce has forever changed
coming through the pandemic. And so,

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you know, our, our clinical areas are
looking at shorter shifts, you know,

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four to six hour shifts.

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They're looking at weekend only
options or seasonal opportunities,

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like a nine month schedule over
12 months. So when we do that,

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we have seen an increase in our
applications and also our time to fill.

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We also have reduced our reliance
on contingent contractual

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labor, um, significantly that
has decreased significantly.

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So as we continue to move
forward and we look at our, our,

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what we're calling our employee value
proposition, our people first promise,

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we are in a position of strength
again because of our wellbeing

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efforts, our flexibility,

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and also a lot of the work that we're
doing around our learning and growing for

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our team members. You know, as
I think about the why, you know,

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when we talk about attracting and
retaining team members, you know,

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I want children's to be a
destination workplace, you know,

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not just a pit stop in somebody's life,

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a place that they can come and stay.

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And so really to be an
amazing workplace in 2023,

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I believe it's essential to intentionally
invest in our team's wellbeing.

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I think that's the critical
differentiator and you know,

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it's definitely requiring
us to think differently,

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being much more agile, flexible, creative,

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so that we can be really a
leader and stay as a leader

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in this just really dynamic
job landscape that's out there.

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So in addition to this,

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we know that wellbeing's important
belonging is important, um,

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for our long-term success
as an organization.

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Janelle, thank you so much for sharing
your insights with re our listeners,

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and I can't wait for them to hear them.

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And I look forward to
connecting with you soon.

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Thank you so much, Chris.
I so appreciate it.

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It's so important for leaders at the
top of organizations to keep learning,

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00:19:34,580 --> 00:19:35,340
stay sharp,

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00:19:35,340 --> 00:19:38,950
grow their networks to help our audience
better do this in a more simplified,

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00:19:38,950 --> 00:19:43,870
personalized, and meaningful way.
Becker's Healthcare has launched my B h c,

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