Leading HR Practices of BHSF

Running head: LEADING HR PRACTICES OF BHSF 1
Nova Southeastern University
Course: HRM 5310 – Managing Human Resources
Human Resource Practices of
Baptist Health South Florida (BHSF)

LEADING HR PRACTICES OF BHSF 2
Table of Content
I. Abstract ………………………………………………………………………………………………………………………3
II. Introduction ………………………………………………………………………………………………………………. 4
III. Overview …………………………………………………………………………………………………………………….5
IV. Leading HR Practices…………………………………………………………………………………………………….6
1. Recruitment and Selection……………………………………………………………………………………………6
2. Compensation………………………………………………………………………………………………………………8
3. Training & Development …………………………………………………………………………………………….11
4. Inclusion & Diversity…………………………………………………………………………………………………….14
5. Social Responsibility…………………………………………………………………………………………………….19
V. Implication
1. Compensation………………………………………………………………………………………………………………22
2. Training & Development ………………………………………………………………………………………………23
3. Inclusion & Diversity………………………………………………………………………………………………………25
4. Social Responsibility………………………………………………………………………………………………………27
VI. Conclusion…………………………………………………………………………………………………………………… 29
VII. References…………………………………………………………………………………………………………………….30
List of Appendices
Appendix A – Statistic and Percentages…………………………………………………………………………………….33
List of Figures
1.1. Hiring and Tenure outlook of Baptist Health South Florida
2.1. Distribution of culture in Baptist Health South Florida workplace
3.1. Employee rating at Baptist Health South Florida
4.1. Breakdown of successful minority bidders for Baptist Health South Florida

Abstract
Baptist Health South Florida (BHSF) has been ranked on Fortune’s top 100 List as ‘Best Places
to Work for; which is a very impressive listing. The organization is one of the largest employers
throughout all of South Florida. There are various reasons why so many people want to work for
this extraordinary company. Some consist of the amazing training & development, extensive
recruitment and selection process, and the flexible and comprehensive compensation package.
There are many other hospitals that have similar human resource practices; however, BHSF
separates itself from the others due to its philanthropic and community involvement, and diverse
and vibrant workforce; which effectively trump their competition.
Leading HR Practices BHSF Uses To Trump The Competition
Introduction
Baptist Health South Florida (BHSF) is one of the top leading non-profit organizations in
all of South Florida. There is a vast amount of patients that visit this great organization every
year. It is valued at such a high regard that people travel from all over the world to be seen by
their expert staff. The hospital’s symbol is known as the pineapple and can be seen in every
advertisement. “The pineapple became a symbol of hospitality in Europe during the Italian
Renaissance period. American inn-keepers later adopted the European custom of putting
pineapples on their doors, and visitors to these inns found themselves in friendly and comfortable
surroundings” (BHSF, 2016). Baptist Health Care Hospital prides itself on making patients feel
as comfortable as possible during medical care. “Upon completion of their orientation program,
all new Baptist health employees receive a pineapple pin to attach to their hospital identification
badge as a symbol of our commitment to hospitality.” (BHSF, 2016).

This organization is a very prominent and respected hospital in South Florida which will
be outlined throughout this essay. In the upcoming paragraphs, many of the human resource
practices will be discussed in detail. It will be outlined on how the organization continues to be
successful. There are many factors on why certain organizations succeed more than others. The
practices that will be discussed will be training and development, employee and community
relations, recruitment and selection, inclusion and diversity, and compensation. All of the
practices are designed to accomplish the mission of the hospital; which is to give the best care to
the patient in the most comfortable environment possible.
Overview
Baptist Health South Florida has been operating in Florida since 1951. When the doors
opened, the hospital had “140 beds and a post–operative recovery room; the first in Florida and
possibly the second in the United States” (Baptist Health Care History, 2016). Forty years later,
in 1990, many of the other not-for-profit hospitals such as Baptist, South Miami, Homestead,
Doctors, and Mariners merged together to form Baptist Health South Florida. The vision, as it
was then and still is today, is “to improve the health and well-being of individuals, and promote
the sanctity and preservation of life” (FIU College of Nursing & Health Sciences, n.d.).
Currently, there are locations in Miami-Dade, Monroe, and Broward counties.
BHSF is one of the largest employers in South Florida by providing more than 34,000
jobs and employing 15,000+ people. Their net operating revenue for 2015 was $2.17 billion and
incurred $2 billion in expenses caring for patients. Admissions in 2015 were 71,681 people;

64,662 people had surgeries; 10,977 births occurred; emergency and urgent care center visits
totaled 555,293 people, and 7,710 people from outside of the U.S.A. were treated at BHSF
Over the years, they have been presented with a variety of awards; ranging from U.S.
News & World Report’s ‘High-Performing’ recognition; The Commonwealth Fund, Fortune 100
Best Company to Work for; Ethisphere’s Most Ethical Company; Health Care’s Most Wired;
and much, much more.
The BHFS is also committed to helping the community at large. Total reported 2015
charity care and benefits were $301.7 million. Involvement includes dozens of outreach
programs, 20,000 free health screenings last year; including blood pressure/cholesterol checks
and osteoporosis screenings.
Environmental responsibility is another commitment BHSF prides itself in. Their
‘greening initiatives’ ensure facilities are eco-friendly and energy-efficient. Rainwater is
collected and used to irrigate all campus grounds and shrubbery. Future projects also include
heating and air-conditioning modifications to minimize usage of electricity during non-peak
hours, and also electric powered vehicles throughout the campuses.
In sum, based on having received a great number of prestige awards, contributions to the
community at large by way of charity work and free health care, cutting edge medical
technology, highly rated employee satisfaction surveys, and many other accolades, BHFS can
definitely be touted as a world class not-for-profit health care provider.
Recruitment and Selection
The recruitment and selection process for Baptist Health is very extensive. The hospital
employs more than 15,000 employees working throughout seven different hospital units and

more than 40 outpatient campuses within South Florida. Baptist Health focuses on rigorous
training programs, tuition assistance, comprehensive benefits, and many more incentives.
See figure 1.1 for Hiring and Tenure outlook of Baptist Health South Florida.
Figure 1.1
According to the business dictionary, recruitment is defined as, “The process of finding
and hiring the best-qualified candidate (from within or outside of an organization) for a job
opening, in a timely and cost effective manner. The recruitment process includes analyzing the
requirements of a job, attracting employees to that job, screening and selecting applicants, hiring,
and integrating the new employee to the organization” (Business Dictionary, 2016). During the
recruitment process there may be some procedural difference during the staffing process
depending on which area the candidate is applying for; however, it will be very lengthy and
thorough.
There are numerous methods that Baptist Health uses for their recruitment process, one of
the most common ways is through universities. job fairs are very common at college campuses,
and BHFS take advantages of this by sending their recruiters to educate and encourage the
students to apply to their organization. Recruitment is also done through staffing agencies and

employee referrals, and attending medical conferences’. LinkedIn has become an increasingly
popular method for employers to contact candidates. BHSF also use LinkedIn, an increasingly
popular recruitment tool, to contact potential candidates.
According to the textbook, Human Resource Management: Gaining a competitive
advantage, selection is defined as, “The process by which an organization attempts to identify
applicants with the necessary knowledge, skills, abilities, and other characteristics that will help
it achieve its goals” (Noe, Hollenbeck, Gerhart, & Wright, p. 88). BHSF takes pride in being a
faith-based organization and only desire the best and most qualified individuals to work for
them; therefore, they have a very thorough selection process. Once the recruiter contacts the
candidate they will set up an interview, this is typically done in person. However, there are
exceptions for candidates who do not reside locally; which would require interviews to be
conducted through telephonic or video conference.
If a recruiter deems that the candidate is desirable, there multiple procedures that need to
take place. There are a pre-employment physical examination and drug screen. There will be a
background check done which evaluates finances. The background check will even screen a
candidate's criminal background. There may be additional evaluations such motor vehicle record
according to the position.
In summary, BHSF uses various recruitment and selection tools to attract and hire the
most qualified candidates that fits their culture of ‘the best place you can be your best.’
Compensation
In the realm of Human Resources, compensation can be described as two-fold;
compensation and total compensation. Compensation on its own is commonly referred to as

remuneration or pay, and it is a “powerful tool for furthering [an] organization’s strategic goals”
(Noe, Hollenbeck, Gerhart, & Wright, 2015, p. 494). Pay is probably the most important aspect
of an employee’s overall compensation package because it “affect[s] their overall income
and…standard of living” (p. 494). To many, it is often seen as a ‘sign of status and success’ and
a feeling they have accomplished something in their career and are progressing forward.
Total compensation, “consists of cash compensation….and benefits” (p. 494). With
rising insurance costs, rising tuition for those that want to pursue higher levels of graduate
studies, more focus and emphasis on work-life balance or paid time away from the office, many
employees are also seeking employers who provide a full or all-inclusive benefit package on top
of a competitive salary plan.
So what does that well-rounded, rich, total compensation package look like? According
to G. Montell (2009), “there is so much that goes into whether a salary is truly competitive in the
market” (p. 1). It is all about fairness within the organization, fairness to the external market for
a like job, and about “affordability of where one lives” (p. 1). Montell’s opinion is that
employees need to know their “salaries are competitive…when [they are] measured against [the]
cost of living and the salaries of [their] peer group” (p. 2).
To that end, Baptist Health South Florida (BHSF) boasts a compensation package that is
“flexible, comprehensive, [and referred to as the] ‘Total Rewards’ package that meets your
personal and professional career needs” (BHSF, 2016). Their website cites that they “subsidize
about 80 percent of medical plan costs for regular full-time employees and their enrolled
dependents; for an overall investment approaching $135 million” (BHSF, 2016). The rich plan

includes everything from Health and Welfare, Home Buyer’s Pineapple Perk, Financial Benefits
and Work-Life Benefits.
Health and Welfare category includes a number of standard benefits such as Medical,
Dental, Vision, Life Insurance, Short and Long Term Disability, Flexible Spending Accounts,
and Dependent Care Plans. A non-standard benefit they do offer is a ‘Pet Assure Membership
Savings Program’, where employees can make payments directly from their paycheck to a pet
insurance company of their choice (BHSF, 2016).
A unique category within their overall benefits package is titled ‘Home Buyer’s
Pineapple Perk’. It consists of a $3,000 no-interest loan for first-time home buyers, and for first-
time home buyers who live and work in Monroe County, a $10,000 no-interest loan is offered.
The only requirement the Hospital has is that employees remain in continuous employment for
two or three years after receiving the funds; depending on the original loan amount. BHSF’s fact
sheet cites that “from June 2006 to November 2012, they gave a total of $1,409,000 to 332
employees to help them buy their first home” (BHSF, 2016).
A benefit that BHFS provides to a parents who are facing adoption, is assisting them with
financial resources of up to $10,000 to help them with expenditures they may occur. It can
include travel, lodging, legal, or any other applicable expenses. This very gracious and unique
benefit is limited to one adoption per year, with a maximum of two adoptions during
employment with the Hospital (BHSF, 2016).
Work-Life Balance is another benefit category that provides a number of programs and
services for employees. These benefits ultimately help to ease the stress and responsibility of
balancing work and life equally. An on-site child care learning center is made available to

employees, meals-to-go programs, banking facilities on-site at the hospital, dry cleaning and hair
salons on-site, car washes, mailrooms, and quick print services, discounted transit passes, free
snacks and beverages throughout the day, subsidized lunch, massage therapy, on-site fitness
classes, and take-home meals on a regular or daily basis (BHSF, 2016).
With respect to BHSF’s salary or pay, data shows that their offerings to employees
appear to be quite ‘healthy’. Comparisons made against two other like-sized hospitals, show that
the average salary at BHSF for an employee with 10-19 years of experience is 36-41 percent
higher (Payscale, 2016). Interesting, though, the same comparisons revealed that for fewer years
of experience (5-9 years), BHSF’s salary was approximately 19 percent lower (Payscale, 2016).
The Hospital also provides a very robust Executive Compensation package that includes:
base salary, at-risk incentive pay, and rich benefits. Salaries are indexed to the 50th percentile of
similar not-for-profit healthcare organizations, but can reach up to the 75th percentile for those
executives who exceed their performance metrics (BHSF, 2016).
In summary, Baptist Health South Florida appropriately has earned the right to be in the
category of Fortune magazine’s ‘100 Best Companies to Work for in America’ for the 6th time!
Training & Development
Training refers to a planned effort by an organization to facilitate employees’ learning of
job- related competencies (Noe, 2009, p. 5). These competencies include knowledge, skills, or
behaviors that are critical for successful job performance. The goal of training is for employees
to master the knowledge, skill, and behaviors emphasized in training programs and to apply them
to their day-to-day activities (p. 5). Development refers to preparing employees for their next

growth assignment. It is not only limited to a specific task, but it aims to improve their
personality and attitude for their all-round growth which will help them to face future challenges.
Traditionally, training and development were not viewed as an activity that could help
organizations create ‘value’ and successfully deal with competitive challenges (Noe, 2009, p. iv).
Today, that view has changed. Training and development are now considered one of the most
critical human resources practices of an organization, as it directly impacts not only the customer
experience but also financial performance (the bottom line). Customer experience is a critical
competitive business strategy – a great experience will keep customers coming back (UCSFHR,
2014).
It is imperative that organizations invest in the training and development of their
employees, and implement efficient and effective training practices to help employees strengthen
or increase their skills in order to make new products, generate new and innovative ideas, and
provide high-quality customer service (Noe, 2009, p. iv). One of the key responsibilities of
management is to develop their staff. According to the human resources department of the
University of California, San Francisco, it is important to encourage growth and career
development of employees by coaching, and by helping employees achieve their personal goals
and beyond (UCSFHR, 2014). You can develop human resources by providing adequate
training, encouragement of staff development, and opportunities for growth.
In addition to customer experience, there are other forces affecting the workplace making
training and development a key ingredient for company success, such as productivity, safety,
employee retention and growth, the downturn in the economy, and coping with the retirement of
skilled employees (Noe, 2009, p. 2). Training and development can positively contribute to an

organization’s competitive advantage in their market. The attitudes and abilities of employees
are key in creating positive customer service and repeat business.
Baptist Health South Florida (BHSF) is one such organization that focuses on the training
and development of its employees. It brands itself as being “the best place you can be your best,”
which is representative of their continuous learning culture. The organization believes in
providing opportunities that allow you to leverage your skills and maximize your knowledge
(BHSF, 2016). This, in turn, grows the business and improves customer service.
BHSF is very big on ‘promote from within.’ As an organization, they are committed to
providing opportunities for internal transfer and promotion. They have implemented a ‘Grow
Your Own’ initiative, and its purpose is to develop and manage internal talent and succession
plans by providing quality people with continuous opportunities for career advancement (BHSF,
2016). Promoting from within is a great investment, as external hires tend to score lower on
performance reviews, and are 61% more likely to be fired from their new jobs (Adams, 2012).
Employers tend to underestimate the time it takes for workers to adjust to a new working
environment.
BHSF also has what they refer to as Baptist University, which offers continuing
education credits and in-service programs including many free courses. There is an online semi-
annual program guide that lists all available opportunities (averaging approximately 17 training
hours per employee) (BHSF, 2016). As of right now, Baptist Health offers more than 1,000
online courses and more than 500 classroom courses. Corporate universities offer valuable
training and education to employees, but they also help organizations retain and promote key
employees and inculcate employees into business culture.

BHSF also has a career center with services such as confidential consultation, self-
assessment programs, resume writing and job interview advice (BHSF, 2016). Learning Fairs are
also arranged by the Career Center to help support employee growth and development (BHSF,
2016).
BHSF also offers tuition reimbursement to eligible part-time and full-time employees for
accredited technical/trade school and undergraduate programs (BHSF, 2016). Assistance is also
available for certain pre-approved graduate studies. Successful employers recognize the
importance of enabling employees to reach their personal goals while also creating a pool of
qualified staff to contribute to the business (Cherry, 2014). A tuition reimbursement program is
also a great benefit to attract star talent. It also helps to retain employees - employees feel a sense
of loyalty to companies that take care of them. Additionally, tuition reimbursement helps to
create a knowledgeable staff - a tuition reimbursement program helps an employer to present
staff with educational opportunities that might otherwise not be available to them (Jensen, 2015).
BHSF also has a Scholars Program, which provides more than 200 nursing scholarships
to qualified Baptist Health employees. Paid tuition is available to employees and non-employees
who enroll in (and successfully complete) the onsite associate degree in nursing program in
exchange for a two-year employment commitment (BHSF, 2016). BHSF also offers paid tuition
to the onsite Nova Southeastern University baccalaureate degree program and a $20,000
scholarship for the onsite Barry University baccalaureate program, both of which require a three-
year employment commitment (BHSF, 2016).
Baptist Health maintains a current and comprehensive medical library to support the
delivery of evidence-based practice. E-resources are available, along with traditional library

services (BHSF, 2016). This is another way that the organization creates a culture of continuous
learning and development.
Inclusion & Diversity
According Ivancevich, Konopaske & Matteson (2015), the U.S. Population is projected
to increase in diversity. Diversity deals with issues of being different and alike, inspiration and
perspiration, sadness and gladness, privilege and lack thereof, culture and religion, tolerance and
justice, and hatred and animosity (Mujtaba, 2009 p. 4) Diversity is the way of life, it is
irreversible and it is natural. Although Diversity has made our lives more complicated,
challenging and unpredictable, it has made our lives more interesting, attractive and less
monotonous (p. 7). Ivancevich, Konopaske & Matteson states that the six core dimensions of
diversity are age, ethnicity, gender physical attributes, race, and sexual affectional/orientation
(2015). While diversity have become a growing trend in the workplace, Ethnocentricity
(Assumption that one’s own culture is superior to other cultures) can negatively affect a
multicultural workplace (Geiringer, Minor, Mcnett, 2012).
In order to manage Workforce Diversity, Human Resource must enforce Inclusion.
Inclusion refers to “creating an environment in which employees share sense of belonging,
mutual respect, and commitment form to others” (Noel, 2015 p. 329). Diversity training is the
most common method used for inclusion in the workplace; although this method is useful, this
method alone is not enough for employees to experience personal growth or meets the needs for
an organization to achieves its goals. According to Hollenbeck, an organization can enhance
performance when the environment in the workplace promote learning from diversity (p. 329).

This section of the paper will compare and contrast how Baptist health and its
competitors manage Diversity and Inclusion. The topics that are covered in this section are:
Age; Racial/Ethnic; Disability; Gender. It is the responsibility of Human Resource to manage
and accommodate certain diverse groups. According to Judy Owen of Forbes (2012),
“workplace accommodations are Low Cost, and High Impact. Workplace accommodations can
positively impact the workplace in many ways.”
Baptist Health Vision Statement on Diversity
“Baptist Health South Florida values diversity and inclusion. It is an organization that
demonstrates the excellence reflective of a diverse and vibrant workforce” (BHSF, 2016).
Baptist Health Mission Statement on Diversity
“By fostering a culture of diversity and inclusion, Baptist Health will continue to attract and
retain the highest levels of talent. It will further seek to embrace the diversity of the community it
serves through purposeful community outreach” (BHSF, 2016).

Baptist Health Strategic Intent on Cultural Diversity
“To position Baptist Health to be the recognized leader in the application of Diversity and
Inclusion Best Practices in achieving employee satisfaction and the delivery of available,
accessible and acceptable safe quality healthcare services to a patient population of multiple and
varied backgrounds” (BHSF, 2016).
Age
Baby Boomers, Generation X and Generation Y/ Millennium are the most common
Generations in today’s workplace. In order to prohibit age discrimination in employment, Senate
and House of Representatives of the United States of America in Congress assembled The Age
Discrimination in Employment Act of 1967. This act prohibits employment discrimination
against employees/ potential employees 40 years of age or older. Baptist health does not
discriminate against patients or employment based on age race or gender (Baptist Health System,
2016). According to HR Magazine (2003), Baptist Health South Florida hired Karl Gustafson as
Vice President of HR for Baptist Health South Florida in Coral Gable when he was in his mid-
50s; Karl Gustafson held that position until he was 64 years old. Baptist Health South Florida
have set the standard on age diversity by giving older worker opportunity (p. 1). Baptist Health
South Florida holds the advantage against its top competitor, Cleveland Clinic Foundation when
it comes to age diversity; 25% of Baptist Health workforce is 50 or older, which leads the non-
for profit health care industry. (p. 1).
Ethnic/ Race
The primary act that covers racial discrimination in the workplace is Title VII of the Civil
Rights Act of 1964. This law states that “employers cannot refuse to hire an employee based on

their race; firing or disciplining an employee because of their race; paying an employee less or
providing them fewer benefits on account of their race; failing to provide benefits, promotions,
or opportunities, to an employee because of their race; and improperly classifying or segregating
employees or applicants by race” (Racial Discrimination in the Workplace,2016). Baptist Health
is committed to “Recruiting and retaining a multicultural workforce is key to Baptist Health’s
success” (BHSF, 2016). This is why the company is building an inclusive environment to
welcome multicultural individuals.
See figure 2.1 for the distribution of culture in Baptist Health South Florida workplace.
Figure 2.1
Gender

When it comes to gender role in the workforce, Title VII of the Civil Rights Act of 1964
protects employees against gender discrimination.” The EPA prohibits discrimination on the
basis of sex in the payment of wages or benefits, where men and women perform work of similar
skill, effort, and responsibility for the same employer under similar working conditions.” (EEOC,
2009). From 2007- 2009, Baptist Health was voted Top Five Nonprofit Companies for Female
Executives by the National Association of Female Executives; Baptist Health has more female
executive than any Health organization in its region (BHSF, 2016).
Baptist Health believes minority vendors are an important part of the community and brings
unique skills and experience to the workplace.
Baptist Health focuses on driving diversity in the workforce; its policies consistently
ensure employees understand its commitment on inclusion. Baptist Health strive to find
businesses with strong ethical standard. Its diverse organization consists of diversity in the
workforce, diversity in the workplace, and diversity in the marketplace (BHSF, 2016). Baptist
Health sets the standard in Diversity and Inclusion in its industry by being ranked in the top five
nonprofit companies for female executives and hiring more employees over the age of 50.
Social Responsibility
There are two types of organizations that exist in a community. One believes the
organization’s taxes and employment contributions are sufficient as a social effort. On the other
hand, the other organization pursues multiple socially responsible efforts that include financial
efforts, environmental efforts and donations of employees’ time to serve in the community.
Innovation changes an organization when it becomes responsible for its employees and the
community. Likewise, employees must be accountable and responsible for their actions within

the organization. BHSF pursues multiple social efforts in the community; which is why the
organization has gained that competitive advantage in the community and with its employees.
BHSF and its employees’ support social responsibility.
BHSF partners with its employees, community, faith-based organizations and health
clinics to make South Florida a healthier place for everyone. The charitable care program
provides free or reduced cost care healthcare services to those who do not have health insurance
or simply cannot afford to pay for services rendered. The Obamacare program was designed to
ensure everyone has health insurance. However, this is not the case. There are many individuals
and families without health insurance. While BHSF cannot cure this problem alone, they are
committed to their efforts as demonstrated through their advertisements of their charitable care
program through media and word of mouth. Patients must complete a financial application and
be deemed eligible for free or reduced-cost care services. The State of Florida defines charity
care as free care is given to people with household incomes up to twice the poverty level. BHSF
provide free health care where household incomes are up to three times (300 percent) the federal
poverty level (BHSF, 2016). With Medicaid reductions and patients not having the revenue to
pay for services, BHSF provided $268 million in total charity care and uncompensated services
at cost in the fiscal year 2014 (BHSF, 2016).
Another community outreach program sponsored by BHSF is the Pastoral Care and
Congregational Health programs. These programs work hand-in-hand to reach deep into the
community. The Pastoral Care provides spiritual essentials to patients, employees and their
families. Regardless of the individual’s religious belief, there is assistance available. The
Congregational Health partners with organizations in the community to provide free health
screenings and preventive care. The American Cancer Society, American Diabetes Association,

and American Heart Association are a few organizations that work with BHSF, along with
volunteers from the community and its employees to make this program a huge success. Teams
of volunteers are formed, trained and well equipped to provide community service. Whether it be
lending a listening ear, providing meals and or transportation; these volunteers are eager and
ready to serve the community.
BHSF and its employees care about the community and its future. They have worked
with several, not for profit organizations, local schools and faith-based organizations supporting
the greener efforts to protect the environment. BHSF has several eco-friendly initiatives to
include creating a paperless environment; energy savings features on PC monitors and recycling
programs. BHSF encourages its employees to support these efforts by recycling printing
supplies as well as using recycled paper to print on.
Additionally, there are community events BHSF volunteers participate with such as
Hands on Miami Day and Shake-a-Leg; however not limited to local elementary schools and
churches. These events are where volunteers do everything from picking up trash, landscaping
and painting. They also work with Habitat for Humanity Greater Miami to build homes within
the community. Additionally, BHSF allows its employees to volunteer at local elementary
schools to teach the children how to grow vegetables (BHSF, 2016). These volunteers do
whatever it takes to ensure the schools clean. This includes picking up trash and painting walls.
BHSF demonstrates efforts that prove they are committed to their mission and vision.
See figure 3.1 for employee rating at Baptist Health South Florida
Figure 3.1

Implications for HR Practices in Other Companies
Compensation
As described in the ‘Distinctive HR Policies and Practices’ section of our team’s research
paper, Baptist Health South Florida (BHSF), has a very rich total compensation package;
specifically, that being their benefit package. When likened to similar not-for-profit hospitals, a
few of BHSF’s benefits stood out as exceptional and unique, and we believe warrant to be
implemented in other key competing hospitals such as Cleveland Clinic Florida, Mount Sinai
Medical Center of Florida, and University of Miami.
Firstly, the benefit that we saw as very unique and extremely attractive for employees was
the ‘Home Buyer’s Pineapple Perk’. It consists of a $3,000 no-interest loan for first-time home
buyers, and for first-time home buyers who live and work in Monroe County, a $10,000 no-
interest loan is offered. The only stipulation BHSF puts on its’ employees is that they remain in
continuous employment for two or three years after receiving the funds; depending on the
original loan amount. From a financial outlay perspective, they site as having paid out during a

6-year period, a total of $1,409,000 to 332 employees to help them buy their first home. In
today’s difficult economy, who wouldn’t benefit from an interest free loan?
Another unique benefit offered to employees is up to $10,000 to help parents who may be
adopting children. The monies can go toward travel, lodging, legal, or any other applicable
expenses. The only limiting stipulation placed on employees, is that it is available to one
adoption per year; with a maximum of two adoptions during employment with the Hospital.
Many of us have pets and treat them as if they are family members. To this end, a non-
standard benefit BHSF offers to all employees is a ‘Pet Assurance Membership Savings
Program’, where employees can make payments directly from their paycheck to an insurance
company of their choice, at reduced monthly premiums.
Finally, we believe that BHSF’s ‘Work-Life Balance’ program has a wealth of programs
and services for employees; all with the ultimate goal in mind of helping to ease the stress and
responsibility of balancing work and life equally. An on-site child care learning center is made
available to employees, banking facilities on-site, dry cleaning and hair salons on-site, car
washes, mailrooms, and quick print services, discounted transit passes, free snacks and beverages
throughout the day, subsidized lunches, massage therapy, on-site fitness classes, and take-home
meals on a regular or daily basis. Though we did find that a number of BHSF’s competitors had
some employee wellness programs for their employees, none could come close to the richness
and breadth that BHSF had.
Training & Development
One of the HR practices that sets Baptist Health South Florida (BHSF) apart from its
competitors, Cleveland Clinic Florida, Mount Sinai Medical Center of Florida and University of
Miami, is its ‘Grow Your Own’ initiative. As mentioned previously, BHSF is very big on

promoting from within. While most organizations try to position themselves in this light, BHSF
demonstrates its commitment to developing and managing internal talent through its various
training and development programs.
One such example where their commitment is demonstrated is through their offering of a
career center, which is uncommon amongst the organization’s competitors. BHSF’s career center
offers services such as resume writing, job interviewing, self-assessment programs, etc. These
services have no real impact on current job performance, but focuses on developing the
candidate outside of current role. This effort to develop employees personally, and not just in
regards to the organization and a job is something competitors would benefit from implementing.
Cleveland Clinic Florida, Mount Sinai Medical Center of Florida and University of
Miami all offer standard tuition reimbursement programs to their employees. Where BHSF
comes in stronger is that in addition to its tuition reimbursement program, they also offer in-
house continuing education credits and in-service programs through Baptist University, their
corporate university. BHSF employees have available more than 1,000 online courses and more
than 500 classroom courses. This is an initiative that their competitors can benefit greatly from
implementing.
What makes the training and development initiatives of BHSF a competitive advantage
that competitors could benefit from implementing is that there is a great effort to develop
employees outside of work. Long term, this is something that employers will benefit from, as
they are strengthening their talent, and employees will appreciate, as their organization is
demonstrating an interest in their personal growth and development.
Inclusion & Diversity

As mentioned in the Inclusion & Diversity part of HR practices, Baptist Health South
Florida (BHSF) strive to maintain a diverse workplace and take pride in contributing to diversity
in the marketplace. With the increase in globalization, organizations must keep up with the
current trend in order to keep employee’s customers, customers/ patient satisfied. Baptist Health
is embracing globalization by retaining and recruiting a multicultural workforce to encourage
different views and perspective in the workplace; Baptist Health also uses its multicultural
employees to break language barriers since Baptist Health serves over 80 countries. In addition
to maintaining a diverse workplace, Baptist Health also exercises Corporate Social
Responsibility (CSR) and make every effort to be a good corporate citizen by encouraging
minority and local vendors to set bids on projects.
Baptist Health is breaking the glass ceiling by being ranked in the top five best
companies for a female executive. Baptist Health is closing the gender wage gap by giving more
women employment opportunities; 70 % of its employees are women, in 59 % of them holds an
executive position. Although this practice does not solve the gender inequality issues in the
workplace, it is a major stepping stone. The glass ceiling will start to crack if more organizations
in the industry (Non-profit Health Care) start implementing this practice.
BHSF also received praise for practices that improve retention with senior population.
Baptist Health awards its employees that have 20 years of experience seven weeks paid vacation.
Competing organizations should adopt this practice in order to increase productivity and boost
morale in the senior population. In addition to gender and age, Baptist Health does an
outstanding job of maintaining and managing a multicultural workplace. By having a
multicultural workplace,

BHSF is able to use its employees’ cultural background to assist patients with the same
ethnicity/ background. This practice gives foreigners the ability to interact with somebody they
can relate to. By doing this, Baptist Health is able to rank in the 85th percentile by the Press
Ganey Health System Database in 2010. Baptist Health enforces inclusion by offering cultural
training so its employees can gain the cultural intelligence required to operate in a multicultural
workplace. Baptist Health compactors will be more efficient in managing a diverse workplace if
they can be. Employing these practices. Organizations can create a healthy and productive
working environment by creating advance cultural training for managers.
Baptist Health’s current policies support minority/local vendors by guaranteeing that at
least one minority contractor place a bid on every project. Minority/ local vendors include small
businesses, women-owned businesses and veteran-own businesses. Its Corporate Diversity
council screens this practice in order to ensure that the target goal in being reached. In 2010
minority vendors account for $86 million of Baptist Health’s contract spending’s; even after this
record year, Baptist Health intends to increase its numbers for inclusion and encouragement of
minority bids in the future. Implementing this practice will allow Baptist health competitors to
build on its corporate citizen strategy.
See figure 4.1 for breakdown of successful minority bidders for Baptist Health South Florida

Figure 4.1
Social Responsibility
Just as the community is important to BHSF, so is its employees. The perks provided by
BHSF that supports employee relations are incredible. It is no wonder why BHSF ranked 25 in
Fortune’s top 100 best companies to work for in 2016 ("Fortune 100 Best Companies to Work
for", 2016). BHSF supports work-life balance to make life easier for its employees’. BHSF
boost employees’ incentives by providing onsite child care, car washes, dry-cleaning and an
employee can earn up to $5,000 when an applicant is referred by the employee and hired by
BHSF (“Hospitals boost worker incentives,” 2000). Another employee perk provided by BHSF
is the Wellness Advantage program.
According to "Baptist Health South Florida" (2016), “The Wellness Advantage
mission is to have the healthiest workforce in America.” There are over 25 employee fitness and
health services offered through Wellness Advantage. These services are free or offered at a
discounted rate to their employees’. Employee fitness centers are located within the hospitals
and are available to employees’ free of charge and are open 24 hours per day, seven days a week.

Nutritional counseling services are offered. Online access to a registered dietician is provided at
a discounted rate for employees and their family members who are on a Baptist Health medical
plan. BHSF is a tobacco-free facility. Smoking cessation services are free for employees and
discounted for immediate family members. There are four programs provided within this
service. TRIUMPH, the elusive addiction, small-group counseling and the Mayo Clinic tobacco
quit-line are the programs offered. These programs have different approaches however they
share a common goal which is to help the employee stop smoking. BHSF is committed to the
success of these programs and offers reimbursement for aids that helps an employee to quit
smoking.
Conclusion
Our research paper explored five of the human resources practices that Baptist Health
South Florida (BHSF) makes a part of its business strategy. These practices are recruitment and
selection, compensation, training and development, inclusion and diversity, and social
responsibility. BHSF takes great care in recruiting and selecting the right candidates for the job.

They hire persons who are not only highly qualified, but a good culture fit. BHSF also
compensates their employees above the average than that of their competitors. Not only are
employees compensated well financially, but also the organization has available many perks and
benefits that employees can also take advantage of. BHSF invests heavily in the training and
development of its employees. There are many mediums where one can either further grow in
current role, or personally develop and prepare for future roles. The organization is also very big
on creating a multicultural and multigenerational diverse workforce. BHSF is also a present force
in the community.
In conclusion, all these efforts combined contribute to achieving the goal of being ‘the
best place you can be your best.’ Baptist Health South Florida understands that its biggest
competitive advantage is its human capital; therefore, a lot of work has been done to attract and
retain top talent. This focus on people is something its competitors, Cleveland Clinic Florida,
Mount Sinai Medical Center of Florida and University of Miami can learn from.
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Appendix A

Figure 1.1 Hiring and Tenure outlook of Baptist Health South Florida.
Figure 2.1 Distribution of culture in Baptist Health South Florida workplace.

Figure 3.1 Employee rating at Baptist Health South Florida
Figure 4.1 Breakdown of successful minority bidders for Baptist Health South Florida
Contributors: Colleen Speidel, Shonique Thomas, Jessica Torres, Ferleshall Turner

Leading HR Practices of BHSF

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