The Seton Healthcare Family ‘s Future of Healthcare
To succeed, Seton must be organized to deliver care in new and more effective ways, both in and out of hospitals. Hospital care remains one of Seton’s fundamental services to the community. At the same time — as we seek to provide a true “system” of care — we must increase the visibility of Seton’s other clinical, business, educational and research offerings.
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Compensation and Benefits
Seton Health Care System chose Stay Strong for its benefits open enrollment and total compensation theme for three years. We placed special emphasis on plan changes. To ensure timely enrollment of 13,000 employees, we used home mailers, internet features, posters and table tents. Human Resources reps held office hours at major locations to answer employees’ questions.
Read 2011 Stay Strong
Read 2012 Stay Strong
The Seton total compensation theme in 2008 and 2009 was Discover Seton CAREER Rewards. At a time of intense competition for nursing talent, the campaign differentiated the organization from its competitors by pointing to intrinsic benefits as well as an outstanding health and welfare program. At the same time, we introduced the idea of re-recruiting high and solid performers to nurse managers, providing them with talking points to use at key points in time.
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The Federal Reserve Bank of Atlanta Employee Handbook, which included benefits highlights, was issued to employees in six states.
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Executive Communications
The board of broadband provider IXC brought in a new CEO to stabilize operations prior to a merger. Mr. Zrno had a concise style that we emulated in a new newsletter for 1,200 employees. The Q&A for directors and vice presidents provided leaders with direct answers to likely questions.
Read CEO message
Read Q&A
Read Sample Pages
Recruitment
Rich’s, then the largest department store chain in the Southeast, needed a quick-and-dirty (i.e., economical) recruiting tool. The Store that Married a City, then Romanced the Rest of the South matched the need and the budget.
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Awareness Campaign
The Get Smart campaign prompted more than 800 cost-saving suggestions from Seton employees in a two-month period. We used employee “agents” for our print and electronic collateral. The campaign produced three actionable cost saving measures. It also pointed to broad areas of employee interest, namely environmental stewardship, printers and waste.