Becker's Hospital Review

20 CHRO Hospitals rethink PTO to combat burnout By Kristin Kuchno H ospital and health systems are reimagining paid time off not simply as a benefit, but as a proactive tool for combatting burnout, retaining talent and fostering a healthier workplace culture. While PTO is typically positioned as offering employees flexibility, some organizations have found traditional models may have the opposite effect — encouraging workers to stockpile time rather than use it. Hospital and health system human resources leaders told Becker's how they are removing barriers that prevent employees from using PTO and managing related costs. Louisville, Ky.-based UofL Health is reviewing its PTO strategy for 2026 with a focus on encouraging utilization. "Currently, we have 150% carryover for their balance year over year, and team members regularly reach the maximum limit," said Chrissy Rogers, system director of strategic talent and rewards. "We recognize that staffing shortages can make taking PTO difficult, so we are introducing a new technology platform to optimize float staff scheduling." e tool will help ensure patient coverage while supporting time-off requests, Ms. Rogers said. Oklahoma City-based Integris Health is planning to preserve the revamped PTO model it rolled out in 2024. e shi included increased PTO for most caregivers, paid family leave for all caregivers, and employer-funded short-term disability coverage from day one, according to Wendy Chandler, senior vice president and chief human resources officer. e system moved away from accrual-based PTO, which may unintentionally contribute to burnout by encouraging employees to save time off in exchange for a future cash payment. "Our non-accrual-based plans, which have no cash value and reset annually, promote well-being by empowering our caregivers to advocate for their own well-being and take the necessary time off to rest and refresh," Ms. Chandler said. e operational challenge prompted leaders to plan more intentionally for employee time off and reassess staffing to accommodate the increase in requests. "We approached this knowing we had a lot of education to do with our caregivers, who initially perceived the loss of the cash benefit, did not immediately see that the new plans encouraged them to take time off," Ms. Chandler said. "Several years later, our workforce is more rested, and turnover is down, and leaders have learned to anticipate and plan ahead to accommodate time off without increasing labor costs." Balancing cost, staffing and employee expectations Ms. Rogers noted that culturally, UofL Health is committed to promoting flexibility and wellness for its team members. "At the same time, healthcare organizations nationwide are facing significant financial challenges," she said. "ese realities require us to focus on delivering the highest quality care in the most efficient way possible while controlling costs. Technology plays a critical role in achieving this goal, which is why we are implementing the new float staff scheduling capabilities to better manage staffing across the system." What culture means to OhioHealth's CHRO By Madeline Ashley T ristan Hall, senior vice president and CHRO of Columbus-based OhioHealth, shared a candid reflection on culture and leadership amid uncertain times in a Jan. 7 LinkedIn post. "We are operating in deeply uncertain and often unsettling times," he said. "Pressure is coming from many directions at once; workforce shortages, margin compression, capacity constraints, regulatory complexity, political chaos and the emotional weight carried by those who care for others every day. What often gets overlooked is this simple truth, pressure does not change culture. It reveals it." Mr. Hall said that culture is most visible through how leaders respond when the path forward is unclear, not through "strategy decks or value statements." In healthcare, when employees experience emotions from hope to anxiety, a strong leader acknowledging those feelings can provide both clarity and direction. "People are not expecting certainty in uncertain times," he said. "They are expecting honesty, presence and steadiness." He also stressed that culture is not driven by programs or owned by human resources, but is shaped daily through leadership tone, presence and behavior. Small moments can also carry deep consequences, he said, from how a leader responds to bad news, communicates during times of uncertainty and balances urgency with empathy. "At its core, culture is about dignity," he said. "It is about honoring the humanity of the people who show up every day to care for others. In healthcare, that responsibility is non-negotiable." n

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