Veteran HR leader Shelby Isaac has approached her current role as director of talent acquisition at Strive Health data-first. As a provider of value-based kidney care, using a combination of care teams, advanced technology and integration with local providers, hiring and development plans are crucial. That’s where the data analysis comes in.
“This strategic approach not only enhances our ability to identify top talent but also reinforces our commitment to delivering exceptional care and service to our patient community,” says Isaac. She spoke with StrategicCHRO360 to share her hiring methodology, as well as best practices around DEI, employee engagement and retention.
What initiatives are you spearheading at Strive Health?
This year, my primary focus has been on conducting a comprehensive analysis of the data pertaining to our highest and lowest performing patient-facing hires at Strive. Our goal has been twofold: first, to gain a deep understanding of the critical skills and competencies that drive success in our unique context, and second, to refine and optimize our talent assessment processes accordingly.
Through meticulous data analysis, we have identified the specific skill sets and attributes that correlate most strongly with top performance in serving our patient population. This analysis has provided invaluable insights into the nuanced requirements of our roles, allowing us to tailor our hiring criteria and selection methodologies with precision.
In parallel, we are enhancing the rigor and effectiveness of our interview processes. By developing clear competency frameworks and implementing structured interview techniques, we aim to ensure that every candidate assessment is thorough, consistent and aligned with the demands of our roles. This approach not only facilitates the identification of candidates who possess the requisite skills and attributes but also minimizes biases and ensures a fair and objective evaluation process.
By integrating data-driven insights and best practices into our talent assessment strategies, we are confident in our ability to target and attract individuals who are best suited to excel in our patient-facing roles at Strive. This strategic approach not only enhances our ability to identify top talent but also reinforces our commitment to delivering exceptional care and service to our patient community.
With employee engagement at the top of HR leaders’ priority list, what is your opinion on benefits like hybrid work, L&D opportunities, rewards and recognition and other trends that have the capability to re-engage employees? What’s actually working?
Offering flexibility in where and when employees work can greatly enhance their satisfaction and engagement. It acknowledges the diverse needs and preferences of employees, allowing them to better balance their work and personal lives. Successful implementation requires clear communication, equitable policies and robust technology infrastructure to support remote collaboration.
Investing in employees’ growth and skill development demonstrates a commitment to their long-term success. Providing access to training programs, mentorship opportunities and career advancement paths not only enhances employee engagement but also strengthens the organization’s talent pipeline.
In addition to flexible work options and L&D opportunities, recognizing and rewarding employees for their contributions is essential to fostering a positive work culture. Whether through monetary incentives, public acknowledgment or non-monetary perks—such as extra time off or professional development opportunities—meaningful recognition reinforces desired behaviors and motivates employees to continue performing at their best.
This year, our Total Rewards team is rolling out an experiential rewards plan for our patient-facing population to ensure they are rewarded in real-time for performance that keeps up with our business’s evolving needs.
Lastly, regular feedback mechanisms, transparent decision-making processes and a focus on work-life balance can help create an environment where employees feel valued, supported and motivated to excel. Additionally, leveraging data analytics and employee feedback surveys can provide valuable insights into what initiatives are resonating most with employees and where improvements can be made.
What advice would you give to other HR leaders experiencing challenges attracting and retaining employees?
To overcome the challenges of attracting and retaining employees, leaders need to first build a strong employer brand that helps candidates understand their role in the company’s success. Then being able to offer competitive compensation and benefits based on your unique talent population will also usher in the right employees while helping with attrition challenges. It’s important to not only understand what prospective and existing talent is looking for when it comes to an employee experience, but also to deliver on those needs and expectations through tactics like fair compensation, flexible work, opportunities for growth and more will create an overall positive work environment.
Additionally, by investing in employee development and growth and prioritizing well-being, you are meeting each individual employee where they are and showing that they are supported. Similarly, by encouraging their own leadership development, people leaders can also continue to grow themselves and become better equipped to lead their teams through their growth at the company.
Are there take-aways for other HR leaders/experts for keeping it a priority to incorporate DEI into their work?
While some companies have recently let DEI investment priorities shift, HR leaders must hold entire leadership teams accountable to ensure they see it as their responsibility to help drive DEIB. Creating a diverse and inclusive workforce is everyone’s job: DEI needs to be woven into the fabric of how an organization runs.
HR leaders must also set clear expectations for inclusive leadership behaviors and provide training and support to help leaders effectively manage diverse teams. Recognizing and rewarding leaders who demonstrate a commitment to promoting diversity and inclusion in their areas of responsibility is also a good way to incorporate DEI into day-to-day work and promote consistent habits.
Leaders should also align DEI with their organizational goals by integrating DEI initiatives into the organization’s overall strategy and business objectives. This can first be done by embedding DEI into the recruitment and hiring process. Reviewing and updating the recruitment and hiring processes minimizes bias and promotes diversity. This tactic can look like anything from blind resume screening and diverse interview panels to more targeted outreach to underrepresented groups.
To engage the entire employee population in DEI initiatives, HR leaders can start by providing diversity training and offering regular educational programs to raise awareness about unconscious bias, privilege and systemic inequalities. Lastly, to ensure teams are meeting these goals, conduct ongoing reviews in tandem with performance progress and targets to measure and track progress.
All of these tactics will ensure DEI is not its own individual goal, but rather a foundation part of company culture upon which all initiatives, programs and policies are built.
