Engagement Drives Meaningful Change in Healthcare

My name is Bruce Cutright, and I’m Vice
President of Human Resources for Mary Lanning Healthcare. Mary Lanning started with Gallup approximately
10 years ago in 2008 when we were struggling quite a bit with turnover, we were losing
money, so we needed to do something different. That lead to an engagement with Gallup and
10 years later we’ve had phenomenal success with our employee engagement. When we started in 2010, we were losing money. As employee engagement started to drive other metrics, not only did turnover reduce, our bottom line increased to a net of 5.7%.
The one thing that separates us from most hospitals in the state of Nebraska is that
we have very high engagement scores and talent is attracted to us. Because that talent is attracted to Mary Lanning,
we’re able to deliver the kind patient care that we advertise.

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