Issue link: https://beckershealthcare.uberflip.com/i/1530792
WOMEN'S LEADERSHIP 23 ADVERTISINGINDEX Note: Ad page number(s) given in parentheses Staples. staplesadvantage.com/healthcaresupplychain (pg. 24) Temple Health. templehealth.org/advancingequity (pg. 2) How this healthcare organization is reshaping Gen Z retention By Madeline Ashley A s more healthcare leaders turn their focus to Gen Z, Menlo Park, Calif.-based WelbeHealth, an organization that provides older adults care through its PACE program, has cracked the code to hiring and retaining young people by launching key initiatives and programs. Cathy Fraser, chief people officer at WelbeHealth, told Becker's that their Gen Z employees typically have four main priorities: timely pay, flexibility, community and careers. Prior to her role at WelbeHealth, Ms. Fraser served as chief human resources officer at Rochester, Minn.-based Mayo Clinic, according to her LinkedIn page. With 1,800 employees, the company offers a minimum hourly wage that automatically increases at six months and an earned wage access tool that lets employees access their pay immediately. It has also shortened the hiring process to allow for quicker employee onboarding. When it comes to flexibility, WelbeHealth also offers the federal holiday calendar, the day aer anksgiving, and generous paid and sick time to employees. "Nearly every month provides a three day weekend across the organization," Ms. Fraser said. "[Regarding] community, we have four business resource groups that are not 'traditional' ethnicity grounded, rather [they are] mental health, women, LGBTQI+, and scholars. We have an office of Welbe values that supports things like our 'battle of the bands' and 'welbies' of our people who have been recognized for living our values." Looking to the future, WelbeHealth helps ensure career growth for its employees. e company created an Opportunity and Career Center that provides a service for employees to plan and practice for their next WelbeHealth position. e company also has a market pioneer program where employees can transfer to new locations and grow their career. "We have seen two amazing outcomes, significantly reduced turnover and slight uptick in our employee net promoter score, both in a time of rapid growth," Ms. Frazer said. n A rising preference for female leadership By Kristin Kuchno W hile the percentage of women leading Fortune 500 companies plateaued after years of steady growth, 2024 saw a notable advancement in women's leadership, The Wall Street Journal reported Dec. 2. Following years of favoring male leadership, the share of U.S. workers that said they would prefer to work for a woman has increased, according to an August survey conducted by the Survey Center on American Life. The survey included responses from 5,837 U.S. adults. More women younger than 50 said they would prefer to work for a woman than a man if given the choice, according to the survey. Men in their 20s showed an almost equal split in their preference. Gallup surveys from a decade ago showed a stronger preference for working for a man, the Journal reported. While fewer than half of respondents expressed no preference between a male or female manager in 2013, two-thirds of respondents felt neutral in the August survey. Women aged 18 to 29 were the most likely to prefer a female boss, while men older than 65 were the least likely, according to the survey. n