CareerCare

CareerCare serves as a “insurance policy” against wasted tuition reimbursement dollars. Have you experienced the wasted time and effort of having an employee take a coveted clinical education program slot, begin it, and then decide that it’s not a fit? CareerCare helps participants better understand themselves and the jobs they’re working towards, before the hospital begins investing in tuition reimbursement.

With the self-paced design that automates many tasks, Catalyst Learning estimates that a CareerCare license saves HR staff 3-4 hours. Freed from these tasks, HR professionals gain time to engage in more meaningful advising sessions with employees. This creates an exciting opportunity for HR to more significantly impact the development of their colleagues.

CareerCare is used to build a pipeline to fill future critical needs. CareerCare facilitates an organization’s ability to attract, retain, and advance employees at all levels. As demand for talent increases, CareerCare is an organization’s pro-active approach to workforce development.

Extensive research from Gallup, Press Gainey and others consistently demonstrates that employees are more likely to remain with organizations that provide them an opportunity to grow and develop. Catalyst Learning programs have been proven to provide 8-23% higher retention than category average.

Many hospitals are working to have their caregivers better mirror their patient population. For organizations looking to increase the number of minority employees in clinical and management positions, but do not have the staff to provide one-on-one advising, CareerCare is a way to identify and propel high-potential employees.

Since 2004, CLC has conducted research to help healthcare employers quantify the value of investing in employee development. These annual ROI studies show that employees feel the hospital (and management) really cares about them and their future. Participants in CLC programs also rank significantly higher in areas that directly impact engagement, such as intent-to-stay and perceived opportunity for personal growth. View a full report of CLC’s 2008 research.