DiversityNursing Blog

How many healthcare firms made it to Fortune’s 100 Best Companies to Work For in 2013?

Posted by Alycia Sullivan

Tue, Feb 05, 2013 @ 01:48 PM


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Fortune Magazine is out with its 100 Best Companies to Work For in 2013 list and I was curious to see how many companies that are part of the healthcare industry made it to that list.

By my count, there were 16 companies.

The top healthcare-related company on that list CHG Healthcare Services, which came in at no. 3, up six spots from the year before. This medical staffing firm is beloved by employees for several reasons including the incentive of extra paid time off if sales people meet their goals. And this year, the company is offering two health centers on its premises.

At rank 20 is Millennium: The Takeda Oncology Co., a drugmaker focusing on curing cancer. The company offers new hires three weeks of vacation plus three weeks of holidays. Employees also can take as much sick time as they want but it’s based on an honor system.

Southern Ohio Medical Center came in at no. 29. The company had a 5.7 percent job growth in the year and employees love the fact that their employer has won numerous awards for patient care. That reflects in an average employee tenure of 20 years.

Genentech takes the 30th spot on the list and motivates and inspires workers by playing videos of patients whose lives have been transformed by the company’s products.

At 39, is Meridian Health, which had a 25.8 percent job growth in 2012. Employees who are parents can take advantage of three on-premise child care centers paying much lower than the national monthly average.

The nonprofit Mayo Clinic comes right behind Meridian Health at no. 41. Employees get massages and its Arizona location offers “stress-free zones” that provide help in dealing with work-related anxieties.

Scripps Health takes the 43rd spot on the list. Who wouldn’t want to work for a healthcare system where 19 percent of the workers earn more than $90,000 annually and there is a 100 percent 401(k) match.

Children’s Healthcare of Atlanta assumes rank 46. The hospital does a good job of attracting nursing talent by throwing slumber parties for out-of-state candidates who can meet with senior leaders, while family members can engage in sightseeing and attend events.

Another drugmaker Novo Nordisk came in at no. 48. The U.S. employees of the the Danish company enjoy a summer picnic, a black-tie holiday celebration and offers a take-your-child-to-work day.

Novo Nordisk is followed by Atlantic Health System at rank 49. The hospital chain saw a 15.3 percent increase in jobs and 25 percent of its employee base are 55 and older.

St. Jude Children’s Research Hospital is ranked 52nd on the list. The hospital keeps it light with an annual field day featuring hula hoops and musical chairs.

Everett Clinic’s ranking jumped to 58 this year from 87 in 2012. It offers new physicians a referral bonus of 10,000 and employees can partake of profit sharing of up to 5 percent of pay. Its job growth in 2012 was 15.6 percent.

Methodist Hospital saw its rank slip to 67 from 53 in 2013. But new CEO Dr. Marc Boom still got love for pre-loading credit cards with $200 for every employee in recognizing their efforts to promote the hospitals ICare philosophy.

At rank 69 is OhioHealth, which employees appreciate for providing plenty of opportunity for training with salaried full-time workers getting 206 hours of training annually while their hourly brethren receive 123.

Baptist Health South Florida saw its rank drop to 76 from 42. Its employees appreciate the fact that problems can be addressed through a network of advisory groups comprised of employees.

At no. 89 stands Roche Diagnostics Corp. which offers an on-site medical clinic, a fitness center and a $300,000 budget for intramural sports. Employees are also offered a variety of insurance plans tied to their income levels.

Topics: healthcare, 2013, Fortune 500, firms

Create a Culture Where Female Leaders Can Thrive

Posted by Alycia Sullivan

Fri, Dec 14, 2012 @ 01:04 PM

 -  12/3/12

Investing in ways to recruit, retain and develop women is not only a fair business practice, it is smart business. These three initiatives can help.

It has been an uphill battle to make room for women at the top. With Yahoo's appointment of Marissa Mayer, only 20 women — and that’s a record high — are CEOs of Fortune 500 companies. Though some progress has been made on this front, organizations can still do more to recruit, retain and develop women leaders because, as the numbers show, there’s a correlation between having more women in the boardroom and improved performance.

A Catalyst study comparing Fortune 500 companies in the bottom versus top quartile in terms of women’s representation on the board showed that the top quartile organizations outperformed the bottom by 53 percent more returns on equities, 42 percent more return on sales and 66 percent more return on invested capital.

Investing in ways to recruit, retain and develop women is not only a fair business practice, it is smart business. Here are three initiatives any organization can implement to create a culture where female leaders can thrive:

Cultivate community. Women excel through social support networks. Organizations can provide tools to facilitate a sense of community and support to develop female leaders. There are different ways that this can be done, and it should always be tailored to the unique culture within an organization.

One successful tactic is to sponsor and support employee resource groups for women. These groups offer a space for discussion and information to propel women in their careers. Mentoring programs can link female leaders with other female employees who are interested in pursuing similar career paths. Through sharing stories, experiences and advice, women can learn from success stories and avoid making the same mistakes. These relationships further develop female leaders and retain high-potential candidates for leadership roles.

Develop a diverse leadership culture. To attract and encourage women to pursue higher positions, it behooves companies to walk the talk and actually have women in senior-level positions. When female up-and-comers are able to see female role models attaining executive-level positions, it shows the possibility and demonstrates the company’s support of a diverse leadership culture.

An organization does not need to have a female CEO to demonstrate a genuine commitment to women’s career advancement. Women in leadership roles should span across the organization and across functions. Organizations can consider having advisory committees that appoint women to review challenges faced by female employees and suggest appropriate action to resolve issues.

Leverage technology. Technology should not only be used as a tool for employees to connect with one another, but also as a way to recruit potential employees. New technologies are available to facilitate employee communication like never before. Internal social networking sites allow for women to connect, communicate and collaborate with one another.

Organizations can pilot programs where women create webcasts for other women that are inspiring and informative on a variety of workplace topics such as leadership, communication, professional development and goal setting. Additionally, online training programs to help the workforce appreciate gender differences and leverage distinct strengths can also help develop a diverse leadership culture.

In addition to these initiatives, by offering progressive policies on maternity leave and work-life balance, organizations can better attract and retain a high-potential female talent pool. It’s not enough to create spaces for collaboration, information and social support; organizations need to track their initiatives and measure progress to ensure fair and equitable promotion of both genders.

Topics: business, culture, female, leaders, Fortune 500

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