When Chris Van Gorder became president and CEO of San Diego-based Scripps Health in 2000, the system was made up of a group of hospitals effectively in competition with one another.
“Every hospital had its own culture — we really didn’t have a Scripps corporate culture,” Mr. Van Gorder told Becker’s. “I knew we needed to change that.”
In part through leadership development and sustained investment in its workforce, Scripps Health has cultivated a unified culture, and in 2025 it earned a spot on Fortune’s “100 Best Companies to Work For” list for the 17th time — one of just six health systems to make the list in 2025.
Building a systemwide culture
The first step in reshaping Scripps was establishing a shared culture, Mr. Van Gorder said.
“I’ve always believed that a CEO can’t write a memo and change culture, and front-line employees can’t change culture,” he said. “My hypothesis has always been that the only way culture can be changed is through middle management, and it takes time to do that.”
Soon after stepping into the CEO role, he launched the Scripps Leadership Academy, in which system executives meet with managers across the organization. Mr. Van Gorder does not lead the sessions, but opens each with a two-and-a-half-hour Q&A where all topics — aside from those violating HIPAA, personnel privacy and non-disclosure agreements — are on the table.
“In that first year, I said, ‘My expectation is that you’re going to change the culture of Scripps Health, that you’re going to demand more from the people you work for and deliver more for the people that work for you,'” he said. “‘There’s only 25 of you today, but eventually there will be 50, 100, 200 and 300 of you, and over time, you’ll change the culture.”
Within its Center for Learning and Innovation, the system runs programs for new graduates. For example, Scripps created a unit that pairs newly licensed registered nurses with mentors to build skills and confidence over nine months. The system receives about 700 applicants for 40 spots in each cohort, Mr. Van Gorder said.
Scripps also provides upskilling opportunities for nurses and staff seeking to grow into new roles, an area Mr. Van Gorder said he hopes to expand.
“The more we invest in our people, the more likely they are to stay with us,” he said. “That’s proven to be really successful.”
Investing in employees
Leadership development and advancement opportunities are paired with progressive human resources policies to improve the employee experience, Mr. Van Gorder said.
At the close of Scripps’ centennial year in 2024, the system awarded $1,000 to more than 14,500 employees below the supervisor level — a $13.1 million payout. The gifts were part of a $103.1 million investment in its workforce in 2024, including early compliance with California’s upcoming minimum wage increase.
The system also supports employees and their families in times of crisis. Scripps has assembled a team of clinical psychologists to work with its employee assistance program, helping employees with anything from filing for disability paperwork to securing childcare resources.
Addressing workforce violence
A former police officer and reserve deputy with the San Diego County Sheriff’s Department, Mr. Van Gorder said he views employee safety as a personal responsibility.
While violence in emergency departments and behavioral health units is not new, it has worsened since the pandemic, he said. To address the issue, Mr. Van Gorder asked the San Diego Police Chiefs Association to form a community-wide workplace violence task force, which includes other local health systems.
Today, the group meets monthly and has launched public education campaigns and online resources. Law enforcement is now more engaged, and Mr. Van Gorder appointed a former FBI supervisory agent to lead Scripps’ security operations and coordinate with agencies.
“Even though we’re encouraging more reporting, we’re seeing the number of incidents drop,” he said. “It’s working, and it’s something I recommend any hospital get their community involved in.”
Scripps is also implementing new visitor registration systems and placing metal detectors in appropriate locations. It has launched training programs to help staff recognize escalating behavior and defend themselves if necessary, with a focus on confidence and situational awareness.
Leadership philosophy
Mr. Van Gorder also shared his advice for leaders seeking to improve the employee experience: Be honest, be available and be transparent.
“Whether it’s someone with very little education to someone with a PhD or MD, don’t patronize them,” he said. “Don’t make promises you can’t keep. If managers make a promise they find impossible to keep, I tell them to call me and I’ll find a way of helping them keep their promise. When you lose your credibility, you lose your ability to lead and manage.”
He also acknowledged that after 17 years on Fortune’s workplace list, there is a risk of becoming complacent.
“Seventeen years is amazing, and this is not something I want to take for granted,” Mr. Van Gorder said. “It’s a very special recognition for the whole organization. It’s not leadership — this was won by all of our employees.”
