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Why Engagement Matters

Research demonstrates that an integrated, evidence-based approach to attracting, developing, and retaining talent is a necessary foundation to support transformative change. Health care organizations that have implemented and sustained well-designed talent management systems have documented substantial improvements to individual and organizational outcomes including:

  • Higher levels of employee satisfaction, engagement, and retention. These are important intermediate outcomes that research has linked to positive organizational performance outcomes defined by productivity or financial measures.

  • Positive individual-level performance of faculty and staff, including job performance and organizational citizenship behaviors (outcomes that contribute to improved organizational performance). More robust talent management practices in recruitment, employee development and morale-building can directly improve individual performance.

  • Positive organizational-level performance, including quality of patient care, hospital mortality rates, customer service quality, productivity, and various measures of financial performance.

Administering engagement surveys signals a commitment to measuring, understanding and taking steps to improve the institutional work environment and culture, recognizing both the human and organizational dimensions of the talent management imperative. These evidence-based outcomes speak to the long-term, change-enabling potential that such an approach to talent in academic medicine can have. 

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