case study
points of care
patient interactions a year

Mercy Health is the largest health system in Ohio and one of the largest nonprofit health systems in the United States. With over 32,000 employees across 700 points of care, their mission is to deliver high-quality, compassionate care with one united purpose: to help patients be well in mind, body and spirit. Joe Gage, Chief Human Resources Officer, and Kyle Arnold, Systems Director of People Analytics and Talent, partner to help their people reach their full potential.

The organization has been on quite the journey to where it is today. “Mercy Health was actually founded by four different ministries and over the course of the last 25 years it has come together to serve as one,” explained Joe. Unifying the ministries was not the only change. The healthcare industry has been re-shaped with new payment and operating models, regulatory changes, and technological advancements like electronic medical records.

Mercy Health had previous experience with vendors such as Advisory Board, Gallup, and Press Ganey. “We were paying a large amount of money for an annual survey that was slow to deliver insights. And our team still had to do the majority of the lifting,” said Kyle.

In this ever-changing environment, Joe and Kyle were on a mission to understand the link between employees and patient outcomes. “We needed to measure the perceptions that employees had that actually make a difference in the way that they behave—to identify the things that frustrated their ability to provide care and to live the mission,” said Joe.

Mercy Health is using Culture Amp to do exactly that. Using the platform’s collection of surveys, Mercy Health measures employee perceptions in real time across 32,000 employees and 700 points of care. “Culture Amp allows us, through their data science capabilities, to determine which employee opinions actually correlate to ministry outcomes. Our leaders are able to look around the corner and predict the likelihood of a ministry event simply based on changes in employee opinion,” said Kyle.

Joe said, “In Culture Amp, we found a partner who is flexible, who is smart, who is innovative and who can keep up with a fast-paced changing environment.” Staying attuned to employee perceptions is key in helping Mercy Health maintain their competitive advantage. “The one thing competitors can’t replicate is our culture. And here at Mercy Health, our leaders truly know that our culture is our competitive advantage in the healthcare industry,” said Kyle.

Leaders have quickly embraced the the Culture Amp platform and the philosophy it supports. Joe explains, “Culture Amp helps our managers find the few things that are really important for our employees and to address them in a way that helps that employee be a better caregiver.” Additionally, 94% of the employee population rated the experience of submitting their feedback through Culture Amp as “extremely easy.”

In less than a year, Mercy Health has run six employee experience surveys on the Culture Amp platform. The insights have been used to actively improve their Medical Residency and Performance Management programs. “These improvements deliver a better employee experience, so we know employees will be happier, the culture will be better, they’ll ultimately perform better, and productivity goes up,” said Kyle.

For Mercy Health, the link between employee engagement and patient outcomes is clear. “The ROI on Culture Amp is measured by the patient experience and the quality outcomes we deliver. Every metric that comes out of the healthcare system, was created by an employee. An employee who has attitudes and perceptions that are impacting the way they deliver care,” explained Joe.

“I love Culture Amp because they’re helping Mercy Health be a place where people want to work, providers want to practice and patients want to receive care,” said Kyle. Ultimately, the insights Mercy Health are able to unlock with Culture Amp have an immeasurable impact on people’s lives. “Culture Amp helps us understand how our 32,000 employees feel and behave so we can reduce the likelihood of a negative patient outcome,” concluded Joe.

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