Communications

(Jan. 17, 2025) – Strategies that address workforce recruitment and retention are essential to providing optimal health in Kansas. The Workforce Strategies Award recognizes a team of employees, providers or volunteers who have significantly contributed to the well-being, retention or recruitment of health care workers at their facility.

Good leaders understand when to stand aside and let employees use their knowledge and experience to shape the direction of an organization. The Nemaha Valley Community Hospital department managers in Seneca encourage empowerment, input and individualism.

The department managers also recognize how their hospital thrives when team members are seen as individuals with their dreams, challenges and needs. It is a philosophy put into practice that has yielded remarkable results. "One of the things we are most proud of is our 99.36 retention rate. In today's environment, I think that says it all," said Kiley Floyd, CEO of Nemaha Valley Community Hospital.

NVCH managers consistently work to ensure employees are afforded professional and personal growth opportunities. These examples have ranged from a surgery nurse who wanted a flexible schedule to pursue her APRN. That nurse is now a licensed provider and pursuing her dream. Another example is when seven floor nurses had babies in one year. Managers rallied staff, and everyone chipped in to cover extra shifts including nursing staff from other departments. Other examples include a manager identifying signs of burnout and helping that staff member pivot to different opportunities within the organization, a facilities manager giving his housekeeping team a break by taking on some of the laundry duties himself, and the director of nursing helping a floor nurse find a place in the clinic so she could have more steady hours for her family.

"We understand the importance of a work/life balance. Our managers recognize the goal of their departments and the goals of the individual," said Floyd. "We emphasize that leadership is not only goal setting and strategy, but also about caring for the people we work with and for."

NVCH has bolstered productivity and retention by involving everyone in the strategic planning process. NVCH leaders know that genuine problem solvers are the front-line staff identifying specific problems and potential solutions. Five focus areas were identified during the strategic planning process, and all staff participated in one or more. This led to staff owning the process and furthering their commitment to NVCH.

By encouraging growth and individual development inside and outside the workplace, NVCH was recognized by Chartis as one of the 2024 Top 20 Critical Access Hospitals and received Performance Leadership and Women's Choice for America's Best Hospital under 25 beds recognition.

"The NVCH model requires department leaders to step back sometimes, which is difficult for a group of overachievers, but you must let others spread their wings. In a small community, this job is more than just coming to work daily. It takes true commitment to our mission and each other," said Floyd.
--Shelby Stacy