MARCUS ERB 기자

SARAH LEWIS-KULIN 보도

What does it take to turn around a large hospital system characterized by operating losses, high turnover, labor shortages, union struggles and legislative risk? Chris Van Gorder knows: he encountered this environment when he became the CEO of Scripps Health in 2000. Since then, the organization has accomplished a turnaround by not only focusing on the system’s financial performance, but also by making a commitment to transform its workplace culture.

Scripps Health는 구내에 5개의 급성 환자 치료 병원과 캘리포니아주 샌디레이고에 22개 진료소가 있는 비영리, 커뮤니티 기반의 보건 시스템입니다. Scripps에는 13,000명의 구성원과 2,600명의 소속 의사가 있습니다.

This study examines Scripps Health’s journey to becoming a great workplace, including how it assessed, benchmarked, and improved its workplace. As a result of its efforts, Scripps Health has seen drastic improvements in financial performance, turnover rates, and employee morale. Over the past 10 years, employee results improved by 54% while the system realized over $70 million in cost savings and increased its annual profits by over 1200%.