Putting People First: A Domino Effect for Positive Impact

In any business, you can’t take care of customers if you don’t first take care of your team members—and health care is no different. At Children’s Hospital & Medical Center in Omaha, Neb., our people power our mission to improve the lives of children, and by putting our people first, they can provide the very best care, outcomes and experiences for our patients and families.

The pressure on health care workers during the pandemic only amplified the importance of a People First philosophy. We didn't shy away from these challenging times. Instead, we got creative—especially with benefits and ways to support our team members’ wellbeing. We not only need great people for the life-changing work we’re doing, but we want team members to find purpose and joy in their work, knowing they are in an environment where they can learn, grow and thrive long-term.

At Children’s, I believe our People First culture is a key differentiator, defined by our commitment to fostering an environment of safety, trust and belonging.

Defining and shaping a People First culture

How do you begin to define and shape a culture that puts people first? For us, it starts with making decisions that put our team members at the beginning of every equation. When I read the book Patients Come Second, by Paul Spiegelman and Britt Berrett, it was the first time I’d seen my leadership style written down. This book digs into the power of a people-first approach and offers key advice on how to lead change by changing the way you lead. When you care about and prioritize your team members, they’re more likely to be committed to your organizational and performance goals and, individually, to you as a leader. I truly believe if you do that, improvements in outcomes, quality, engagement, financial success and experience will follow.

When I started at Children’s, I committed to listening and learning for the first 100 days. While I had significant experience in the health care industry, I did not have knowledge of this organization. How can you lead effectively if you don’t know who’s in your organization and what people are facing every day? I needed to understand our past to help us get to where we needed to go in the future, and asking intentional questions and actively listening were mission-critical in that process.

We want to meet people where they are, but that looks different for everyone, so our executive leadership team started asking questions like, “What makes you feel seen and heard?” Armed with their insights, we were ready to act. Those little moments can spark big, system-wide changes.

At the end of the day, it comes back to team members’ individual interactions—with their boss, peers and leaders. We want to create meaningful connections and make work personal, so it’s not a transactional environment. For people to feel connected to an organization long-term, you have to provide more than just pay in forms of gratitude. What are you doing to make team members feel heard? How are you encouraging connection and recognition?

Embracing—and expanding—culture and inclusion

People First strategies, such as celebrating diversity, equity, inclusion and investing in career development, can help create a culture where people not only want to stay but are excited to show up every day and make a difference. According to our 2023 employee engagement survey, approximately 95% of team members find the work they do at Children’s meaningful to them and 94% believe they’re making a positive impact through the work they do every day—both of which substantially exceed benchmark standards.

When people believe the organization cares about them and they're valued, they are inspired to work for—and stay at—your organization. The same survey revealed that nearly 85% of team members plan to stay at Children’s for at least the next 12 months and the same percentage believes they have opportunities to develop their skills, abilities and strengths at Children’s.

We live out our People First promise by embracing and valuing the unique strengths and differences of team members. Through actions and words, policies and procedures and education and engagement, we are continually fostering an inclusive environment of respect, trust and belonging. Team members can meaningfully connect in several ways—notably through paid community volunteering and by exploring Children’s five employee resource groups , each recognizing and celebrating a different culture or community.

Our intentional focus on retention, engagement, recruitment and outreach has resulted in an increasingly diverse workforce and management team in recent years. During the pandemic, we increased our diversity representation in our staff by two percent—a number we hope to continue to grow. For me, this growth was really powerful and validated that we’re creating the kind of organizational culture where people know they are safe, seen and heard. This approach is not only positive for the people currently on our team, but for the people we’re recruiting, as well. In what ways do you cultivate a nurturing, welcoming environment for team members? How can you help people feel safe, seen and heard?

Investing for long-term success

In 2022, our overall employee retention was 83.5%, higher than the national average of 83%. Inpatient nursing retention was at 86.8% against a national average of 81.3%. In the past few years, we have invested in our people through new, contemporary benefits and robust wellbeing programs tailored to our team. Those efforts help support retention—making these investments invaluable for our organization and our mission.

Among those efforts was the launch of our new, unique recognition platform: the Sunshine Recognition hub. The platform elevates and integrates with Children’s values, helping team members recognize colleagues who demonstrate Innovation, Collaboration, Accountability, Respect and Excellence (ICARE). It’s been powerful to see a culture of recognition expand with the launch of this innovative platform.

Our 2023 employee engagement survey offered a fresh pulse on how many of these changes have landed with our people. Notably, they confirmed what we already know: we are a strong, engaged team driven by a clear sense of purpose. We know our work matters and we have positive relationships with leaders and one another. Nearly 9 of 10 team members have a favorable perception of the availability of resources to support their well-being and 92% are proud to work at Children’s.

Children’s is committed to continuous improvement, and we will always be pushing the envelope to make sure that we are not only providing the safest, highest-quality pediatric care, but striving for excellence and inclusion in our relationships, too. Our people are the heart and soul of who we are and how we serve, and we’ll continue to put them at the forefront of our decision making. I encourage you to start putting people first—if you’re not already—and see the positive impact it can have on your organization.

To learn more, visit ChildrensOmaha.Org .

Chanda Chacón is the President and Chief Executive Officer of Children’s Hospital & Medical Center in Omaha, Neb. She champions a people-first approach in leadership and is passionate about sharing her experiences, lessons and unique insights.

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