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Kindred Healthcare: how they lowered turnover

An aging population, the talent shortage and the increasing costs of delivering quality care are placing unprecedented demands on today’s healthcare organizations. To survive and thrive in this new era of healthcare, leaders must have the right people and processes in place. Kindred Healthcare is “getting it right” in their pursuit of success and sustainability by leveraging workforce analytics to attract and retain top talent, strengthen job fit and manage change in a complex healthcare environment. Screen Shot 2014-12-15 at 12.07.11 PM

Kindred Healthcare, the largest provider of long term care and rehabilitation services in the US, faced a major turnover issue in 2 of its most critical clinical roles: Chief Clinical Officer and Director of Nursing Services. These roles are present at nearly every facility, and the majority of employees at those facilities report to these individuals. With high turnover rates in these leadership roles, there was potential to lose quality of patient care as employees were subjected to frequent leadership changes.

Kindred sought to lower the turnover rate, but they went about it a little differently. After reviewing internal processes and making procedural improvements based on employee feedback and exit interviews, Kindred realized that fixing themselves from within would only take them so far–it was time to rethink how they hired these roles.

Receive our case study to learn how this healthcare organization drastically reduced turnover.



Article by Jeanne Ward.

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