Our Performance

Our Performance

Success Is Achieved by Putting People First

At CHG, we believe success is based not only on what is achieved, but also on how it is achieved. For us, success is achieved by Putting People First. Our culture of Putting People First is our competitive advantage in the marketplace and the reason we can provide high-quality service to the healthcare facilities and healthcare professionals with whom we work.

Before CHG leaders make any decision, the first question they ask is, “How is this going to affect our people—our employees, our hospital clients, our healthcare providers, and the patients they serve?” We believe that every interaction must be a win-win-win situation. Every decision we make and every communication we have must positively impact our customers, our employees, and the company.


Financial success

Rather than respond to the weak economy with layoffs and reduced growth, leaders at CHG saw it as an opportunity to make our company smarter, tougher, and stronger. We chose to focus on developing a Putting People First culture, and it has paid off with a happier, financially secure workplace.

While revenue for most healthcare staffing companies fell during the recession, CHG revenues increased as we maintained and even grew our culture. Today, CHG is the second-largest healthcare staffing company when measured by revenue and is the most profitable company in the industry.


Higher employee retention

Our Putting People First culture also positively affects the ability of CHG to retain great people. Our turnover decreased by more than 10 percent in the first three years of our people-focused efforts and continues to decline. This is especially significant in an industry that typically sees turnover rates higher than 50 percent. Our turnover rate is now more than 60 percent lower than the healthcare staffing industry average.


Open communication

Our goal is to create a culture of honest, open, two-way communication throughout the company. We conduct annual opinion surveys to gauge overall satisfaction and engagement levels by team, department, and division. Everyone is asked to rate the effectiveness of our leaders and our communication efforts, and they are asked to share their attitudes concerning fairness, trust, and pride as they relate to CHG.

Based on the feedback in the surveys, we develop action plans each year to increase the engagement of our employees. These action plans have been the catalyst for many of the improvements in our programs at CHG, including leadership assessments, employee focus groups, the CHG Wellness Program, increases in tuition reimbursements, and many more.


Quality service

We evaluate the quality of our service through quality assurance evaluations from our client facilities and our healthcare professionals. We ask about the service they receive from CHG, the accuracy of information, and the ease of working with us.

The results from these surveys are provided to the appropriate division at CHG each month. Continuous improvement is a core value at CHG, so our goal is to provide exceptional service over the course of every assignment.

We are happy to say that the majority of feedback we receive shows that our customers feel we are providing exceptional service. In fact, we have received the Inavero Best of Staffing award two years in a row. This award distinguishes staffing firms that outperform the industry benchmark by scoring the highest-rated responses in a comprehensive survey that is distributed to their clients.






Untitled 1