Healthcare Workforce Retention

I just published a strategy I think has the potential to revolutionize drug costs in the US: using uplift modeling to make precision medicine actionable at scale. --- Yesterday Milliman published a white paper (in the comments) written by myself and Tanner Boyle about utilizing uplift modeling as a novel method for #PrecisionMedicine Uplift modeling is a predictive modeling technique that could be used to identify specific patients that are more likely to get the benefits of a drug (or more likely to get the side effects). For example, statins require a certain number of patients to take them for years before they prevent a heart attack/stroke. Uplift modeling allows us to identify those patients more likely to be that one patient that prevented the heart attack/stroke vs the dozens that just get muscle pain and pay for the drug over those years. --- While statins are the most prescribed drugs in the world, I see uplift modeling being much more impactful for drugs with high #DrugPrices Let's look at GLP-1s as an example: Doctors say roughly 10% to 15% of patients who try #GLP1s are "non-responders" Uplift modeling lets us identify those 10-15% of patients that won't respond or are less likely to be adherent. Check out the attached image for a mock example of what this modeling can produce. The image is showing that Drug X is very effective for weight loss for about 20% of the population, but minimally effective for the other 80%. --- Something I strongly highlight in the paper is the importance of ethical use of this information. There is a potential for techniques such as these to exacerbate existing disparities in healthcare because of the data available for training these models, and the potential for using them to deny needed care. Extra precaution should be taken to anticipate and address these challenges, ensuring that the benefits of precision medicine are accessible and equitable. --- If you're interested in better allocating your #PharmacyBenefits resources, take a look at this paper and see if uplift modeling could help better manage high-cost drugs or #SpecialtyPharmacy

If an employee hands in their notice, you've already lost. High turnover is always caused by an issue within the company. And working to retain these employees must always be your #1 priority. Because what are you going to build a ₹100+ crore business with if there's no team to help run it? That's why exit interviews are so important. One thing, though: In their exit interviews, people will never outrightly tell you what they felt was wrong within the company. At the moment, they've switched off and just want to complete their last day at work and get out. You need to word your questions differently.  Instead of asking them, "Why are you leaving?" Ask them, "What could have made you stay?" Instead of "What didn’t you like about working here?" Ask, "What changes would have made your experience better?" When you shift the focus from "why they’re leaving" to "what could have been done differently", you uncover insights that can actually help you prevent future resignations.  Because hiring new employees is expensive. But fixing what’s broken? That’s an investment in long-term success.  What’s one question you always ask in an exit interview? P.S : Stay interviews work great too if you want to stay ahead of the curve #leadership #interview #team #employee

𝗧𝗵𝗲 𝗯𝗶𝗴𝗴𝗲𝘀𝘁 𝗿𝗶𝘀𝗸 𝗳𝗼𝗿 𝗼𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻𝘀 𝗶𝘀𝗻’𝘁 𝗮𝘁𝘁𝗿𝗶𝘁𝗶𝗼𝗻. It’s having employees who stay — but are disengaged. • Because disengagement is silent. • It doesn’t show up in exit interviews. • But it slowly eats away at productivity, creativity, and morale. I recently had the opportunity to conduct a workshop for the employees of Zydus Group on two critical themes: Motivation and Engagement. Here’s what we discovered: • Motivation is often misunderstood. • It’s not about pep talks or incentives alone. • It’s about cultivating the right mindset. With a Fixed Mindset, challenges look like threats. With a Growth Mindset, challenges look like opportunities. That small shift makes all the difference. It gives you resilience, energy, and the ability to bounce back when things don’t go your way. But here’s the truth: Motivation alone isn’t enough. Without engagement, it fades. So we went deeper into what employees can do to remain engaged at work: ✔️ Seek clarity — know the “why” behind your work ✔️ Build connections — relationships drive belonging ✔️ Ask for feedback — growth thrives on reflection ✔️ Celebrate progress — even small wins fuel big momentum ✔️ Align with purpose — when you see meaning, energy follows The conversations in the room were powerful. People realized motivation is personal. Engagement is relational. And both together create the fuel for long-term success at work. The takeaway: If you want to stay productive, fulfilled, and growing — don’t just wait for your company to motivate you. Take ownership of your own motivation. Build habits of engagement. When you stay motivated and engaged, you don’t just survive at work. You thrive. This is exactly what I help organizations achieve through my experiential workshops — where employees don’t just learn concepts, they practice them, reflect on them, and walk away with actionable strategies to stay motivated and engaged. If your organization is serious about building a workforce that doesn’t just stay — but thrives — let’s connect.

In many organizations, employee engagement is mistakenly equated with a series of planned activities—monthly team lunches, festive decorations, fun contests, town halls, and birthday celebrations. While these moments add flavor to the workplace, they are often just that—moments. But true engagement is not episodic. It doesn’t start and end with an event invitation. It is systemic, emotional, and deeply human. It shows up not in how often an employee smiles at a party, but in how meaningfully they show up to work every day. Engagement is when: 1)       An employee feels respected—for their time, input, uniqueness, and aspirations. 2)       They see growth—not just in titles or pay, but in skills, confidence, and challenge. 3)       They feel a sense of belonging—not because of inclusion initiatives, but because the environment naturally welcomes and values who they are. These are not created through a playlist. They are cultivated through everyday interactions, leadership behaviors, policies, and the organization’s deepest intentions. Events may spark joy, but culture sustains commitment. In short: Activities attract. Culture retains. Purpose engages. Growth fulfills. When respect, growth, and belonging are embedded into the DNA of the organization, employee engagement becomes less of a goal and more of a byproduct of how things are done. #TheSanjeevCode #EmployeeEngagement #WorkplaceCulture #PeopleFirst #EmployeeExperience #EngageToRetain #FutureOfWork #StrategicHR #LeadershipMatters #HRWithPurpose #ReimagineHR #WorkCultureMatters #SanjeevaniEffect

Employees don’t always tell us the truth. And sometimes, we can’t blame them. 🔴 They don’t want to burn bridges. 🔴 They fear retaliation. 🔴 They just want to leave in peace. But as HR professionals, we need real insights. Not polite half-truths. So how do we get exit interview answers we can actually use? ✅ 𝗔𝘀𝗸 𝗮𝘁 𝗺𝘂𝗹𝘁𝗶𝗽𝗹𝗲 𝗽𝗼𝗶𝗻𝘁𝘀 Don't wait until the exit interview. Gather feedback throughout their employment. Stay ahead of problems before they turn into resignations. ✅ 𝗡𝗼𝗿𝗺𝗮𝗹𝗶𝘇𝗲 𝗵𝗼𝗻𝗲𝘀𝘁𝘆 If employees fear speaking up, they'll keep quiet. Ensure feedback is welcomed, not punished. Regular check-ins help employees feel safe sharing concerns. ✅ 𝗢𝗳𝗳𝗲𝗿 𝗮𝗻 𝗮𝗻𝗼𝗻𝘆𝗺𝗼𝘂𝘀 𝗼𝗽𝘁𝗶𝗼𝗻 Let’s be real, some will only speak up if they're anonymous. Consider post-exit surveys with a third-party tool. More honesty. Fewer sugarcoated responses. ✅ 𝗟𝗼𝗼𝗸 𝗳𝗼𝗿 𝗽𝗮𝘁𝘁𝗲𝗿𝗻𝘀, 𝗻𝗼𝘁 𝗼𝗻𝗲-𝗼𝗳𝗳𝘀 One person’s bad experience may not be the full story. But if multiple employees leave for the same reason? That’s a red flag we can’t afford to ignore. ❌ Ignoring this data hurts retention. ❌ Dismissing feedback keeps problems alive. ❌ Sugarcoated answers won’t fix broken cultures. The goal isn’t just to collect exit interview data. It’s to use it. What’s one change you’ve made based on real exit feedback? Drop it in the comments! ⬇️ 👉 If you found this helpful, share it with your HR network. ♻️ I appreciate 𝘦𝘷𝘦𝘳𝘺 repost. 𝗪𝗮𝗻𝘁 𝗺𝗼𝗿𝗲 𝗛𝗥 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀? Visit my profile and join my newsletter for weekly tips to elevate your career! Stephanie Adams, SPHR #Adamshr #Hrprofessionals #humanresources #HR #Theinsider #hrcommunity Adams HR Consulting

I’ve seen this happen too closely…. Someone resigns, and the first thing people say is: “We need to hire someone else. ASAP.” No one asks: ?? Why did they leave in the first place? ?? What pushed them to type that mail? ?? To give up on that role they once celebrated? It’s wild how companies will spend hours crafting a JD, but won’t spend even 10 minutes checking in on the team’s mental health🤯 The overwork. The public shaming. The manager who always talks numbers, never emotions. You lost a person, not a position. Here are some reasons how HR should have treated such situations: • ask them how they’ve been feeling at work way before they resign • make their exit interview less about forms more about their honest truth • don’t defend the company during that conversation just listen • don’t say “Everyone goes through this” it invalidates their experience • check if they had a safe space to speak up when they were struggling • go back to the last 3 months and read the tone of their emails and slack messages • if their performance dropped ask yourself why not just note it as a weakness • schedule a team check-in immediately not a hiring call • if one person leaves because of burnout others are probably close to it too • anonymously ask the team what could have been better for that person • take accountability for the emotional damage done • don’t just announce their exit with a goodbye post without context internally • stop calling someone “Not a good fit” just because they didn’t match your chaos • measure how many hours they actually worked each day and if it was fair • see if their achievements were celebrated or just taken for granted • identify whether their manager took 1:1s seriously or just skipped them • review workload distribution if they handled 3 roles in 1 • revisit the way conflicts are addressed is it open or hierarchical • offer therapy reimbursements or mental health days not just pizza parties • study how often people take leaves without guilt • if a top performer leaves don’t call them dramatic check what pushed them • remember some resignations come after months of internal battles • don’t make their final day about sending laptops return make it warm • check if your incentives only reward hustling and glorify burnout • see if people can disagree freely or stay silent to survive • if this is the second or third exit from the same team look deeper • remove managers who don’t care even if they deliver numbers • promote those who uplift not just those who dominate • normalize saying I’m not okay at work • don’t turn every resignation into gossip that destroys trust • make sure no one feels punished for resigning early • pay their dues fast don’t delay the FNF to punish them P.S.: Hiring a replacement is easy. Fixing the reason they left takes guts.💕 But if you don’t? You’ll keep hiring. And they’ll keep quitting #WorkCultureMatters #CorporateTruths #ThisHitHard #RealTalk #HRStruggles #CorporateGyaan

What are value-based healthcare delivery models? Value-based healthcare is a model where providers are paid based on patient #healthoutcomes. This approach improves healthcare delivery by integrating various treatments, ensuring patients have access to all necessary medical resources. It is becoming a crucial global asset for transforming and enhancing healthcare through effective diagnosis and therapy. #valuebasedhealthcare programs are vital to a larger quality strategy to reform how healthcare is delivered and paid for. 🔰 Why are these models important? Value-based healthcare models are becoming necessary today as traditional fee-for-service models face a myriad of challenges and need transformation. This approach emphasizes delivering high #qualitycare rather than merely increasing the volume of services. It aims to improve patient health outcomes while controlling costs, a goal supported by patients, providers, health plans, employers, and government organizations. 🔰 What are the benefits of value-based healthcare models? ❇ Patients: Achieve better health outcomes at lower costs by focusing on preventative care and efficient management of chronic conditions like cancer, diabetes, and hypertension. This approach reduces the need for frequent doctor visits, medical tests, and #medications. ❇ Providers: Improve efficiencies and patient satisfaction by emphasizing quality care over the volume of services. Providers spend more time on #preventative care and less on managing chronic diseases, leading to better patient engagement and outcomes. ❇ Payers: Control costs and reduce financial risk by bundling hashtag#healthcarepayments for comprehensive care and spreading risk across a larger patient population. A #healthierpopulation results in fewer claims and lower premium impacts. ❇ Suppliers: Align product prices with #patientoutcomes, enhancing their market position as the healthcare industry moves towards individualized therapies and cost-effective solutions. ❇ Society: Reduces overall healthcare spending by decreasing the need for costly care, benefiting individuals, businesses, and the government. Better care coordination among providers leads to improved health outcomes for the entire population.

The quiet burnout epidemic among RBTs matters. Because it's directly affecting your child's progress. Organizations averaged 77-103% turnover in 2024. That means your child might see multiple therapists yearly. New faces. New teaching styles. Interrupted rapport. Research shows something families already know intuitively. Consistency drives outcomes in ABA therapy. But consistency requires staff who stay. 72% of RBTs report moderate to high burnout. Emotional exhaustion. Depersonalization. Reduced accomplishment. The causes? High caseloads. Inadequate supervision. Administrative burden. Inconsistent hours. Limited peer support. Feeling undervalued. When RBTs burn out, three things happen: ↝ Therapeutic relationships break mid-progress ↝ Data collection becomes inconsistent ↝ Intervention fidelity drops dramatically Your child doesn't just lose a therapist. They lose momentum. Familiarity. Trust. Then the cycle starts over with someone new. Who needs time to build rapport again. To learn your child's triggers, preferences, communication style. Time that could've been spent making actual progress. This isn't about individual RBTs lacking resilience. It's about systems that overwork and undersupport them. The median RBT tenure? One year. Healthy industries average 10% turnover or less. ABA sits at 65-103%. That's not a staffing challenge. It's a crisis. What turnover costs your child: ↝ Interrupted skill acquisition across transitions ↝ Regression during therapist changes ↝ Repeated rapport-building instead of skill-building ↝ Inconsistent data making progress harder to track Ethical ABA requires stable, supported therapists. Not revolving doors of burned-out staff. Organizations need to address root causes. Manageable caseloads. Quality supervision. Peer support systems. Consistent schedules. Professional development. Actual work-life balance. Because when we protect RBT well-being? We protect your child's progress. 💙 How many therapists has your child had? Repost to Demand Better ♻️ ✨ Follow Dr. Cécile Heinze ✨ ------------------------------------------- If you're building ABA programs and need help creating retention systems that protect both staff wellbeing and client outcomes, I help organizations move from crisis turnover to sustainable staffing. DM me to discuss solutions.

"Patrakaar Poha Waala" - a name that shows losing your job doesn't mean losing your purpose. Dadan Vishwakarma worked at Dainik Bhaskar, Aaj Tak, and Zee News. In December 2022, he was fired. His wife was 7 months pregnant. Office politics played a role. He hunted for jobs for 3 months. Cracked 2 interviews, but the "layoff mark" on his resume meant lower salary offers. His 13 years suddenly felt worthless. Today, he runs "Patrakaar Poha Waala" outside the India Today office. He's doing fine, building his own thing. But imagine if his exit had been handled differently. A proper conversation, with documentation of his work. A reference. Maybe connection to industry contacts. He could've landed those media jobs at the right salary or at least with the right reasoning for his exit. This is what exit interviews are supposed to do: It's the conversation when someone leaves. Companies ask why you're going, what went wrong, how they can help. But more often than not companies skip this entirely. Or worse, make it so uncomfortable that employees just say "looking for better opportunities" and leave. Some companies have got it right: ➜ RPG Group stays connected with people who leave. Over 100 came back to work in 2 years. ➜ Marico Limited uses third parties for exit talks so employees feel safe being honest. ➜ Many have alumni network programs to keep the engagement on like a grad school would This matters because: A proper exit helps the person leaving land their next role better, and it also helps the company understand what's broken, and it keeps the door open for people to return. Your best future hire might be someone who already worked for you, but only if you let them leave with dignity. Has a poor exit experience ever affected your next job search?

Building Employee Engagement & Retention: From Onboarding to Work-Life Balance. Employee engagement and retention are not just about keeping people at work, it’s about creating meaningful experiences throughout the employee life cycle. According to SHRM, organizations can strengthen engagement and long-term commitment through a variety of practices: 1. Job Enrichment & Learning - Add meaning, variety, autonomy, and respect to roles. - Invest in skill development to boost satisfaction and self-efficacy. - Signal reciprocity by providing flexible training opportunities. 2. Strategic Compensation - Align pay with organizational values and employee contributions. - Ensure equitable compensation and adopt pay-for-performance or competency-based systems. - Use competitive pay and flexible benefits to attract and retain talent. 3. Career Management & Recognition - Provide clear, challenging goals aligned with strategy. - Recognize achievements and extra contributions. - Value employee expertise and ensure fair, unbiased appraisals. 4. Realistic Job Previews (RJP) Sharing honest insights about jobs including challenges and benefits helps manage expectations, reduce stress, and increase job satisfaction. Tools may include videos, virtual tours, interviews, or simulations. 5. Personalized Onboarding Onboarding is a “magic moment” where engagement is shaped. Tailoring onboarding to new hires’ needs fosters faster integration, builds cultural alignment, and supports retention. 6. Suggestion Mechanisms Giving employees a voice through feedback systems (like suggestion boxes or digital platforms) provides valuable insights and strengthens engagement. 7. Work-Life Balance Programs that address employee well-being such as flexible schedules, remote options, or tuition reimbursement are critical in today’s dynamic workplace. Work-life balance initiatives help reduce stress and support long-term commitment. In short, engagement is about meaning, fairness, voice, and balance. By integrating these practices, organizations can create workplaces where employees are not only productive but also motivated to stay and grow.