As health systems continue to grapple with ongoing workforce challenges, healthcare leaders like Stacie Call, MSN, RN, CNO for Mercy Health – Loraine & Youngstown (Ohio), and her team have worked to cultivate a resilient and engaged workforce.
Becker’s connected with Ms. Call to discuss how implementing strategies that prioritize strategic partnerships, a listening culture and innovation can help not only address existing staff demands but lay the groundwork for a future-ready and sustainable healthcare workforce.
Question: What have been the biggest challenges in addressing workforce retention? How have you overcome them?
Stacie Call: One of the most significant challenges in addressing workforce retention has been navigating the ongoing impact of burnout, staffing shortages, and increased workloads—especially during the COVID-19 pandemic.
Healthcare workers face unprecedented demands, leading to physical, emotional, and mental fatigue. Another challenge was ensuring competitive compensation and career development opportunities in a highly competitive labor market.
To overcome these obstacles, we prioritized listening to associate feedback, investing in well-being initiatives, expanding flexible scheduling options, and enhancing clinical ladders and professional development pathways. These strategies and efforts to foster a culture of recognition and belonging helped strengthen workforce engagement and retention.
Q: As workforce demands evolve across the healthcare industry, how is Bon Secours Mercy Health working to keep up with the change and prepare for the future?
SC: Cincinnati-based Bon Secours Mercy Health proactively adapts to evolving workforce demands by embracing innovation, leveraging technology, and enhancing workforce development programs.
The system has focused on building strategic academic partnerships to create strong pipelines for nursing and allied health professions. It is also investing in leadership development programs, workforce analytics, and AI-supported staffing tools to align talent with patient needs more effectively.
To remain resilient, BSMH is designing more agile workforce models that support cross-training, team-based care, and hybrid work options where appropriate. The organization also prioritizes associated well-being and career growth as central elements of its future-ready workforce strategy.
Q: What advice would you give to other health systems looking to improve recruitment and retention and reduce turnover to create a more stable workforce?
SC: For health systems aiming to improve recruitment and retention, the most crucial advice is to deeply understand and respond to the evolving needs of your workforce. Start by fostering a culture of listening, seeking honest feedback, acting on what you hear, and continuously communicating how changes are being made.
Competitive pay matters, but so do purpose, flexibility, support, and growth. The value of investing in your people through mentorship, professional development, and leadership opportunities cannot be overstated.
Create a culture that values well-being and recognizes excellence. Also, build strong partnerships with academic institutions and look at workforce planning through a long-term lens. A stable, engaged workforce feels supported, seen, and invested in.
