HRM331 Talent Management and Employee Retention at ServingHealth (ECA), Singapore

Introduction

In October 2023, the CEO of ServingHealth, Ms. Clara Tan, sat across from David Lee, the Director of Human Resources, in her office. The mid-afternoon sunlight filtered through the blinds, casting long shadows across the room.

“David,” Clara began, her tone a mix of urgency and concern, “we’re at a critical juncture. Our mission is clear: to deliver quality healthcare to underserved communities. Yet, our employee engagement scores remain dismal, and we’re seeing far too many of our best and brightest leave us for private institutions. Some of these are people we’ve trained and mentored—ServingHealth Scholars who were supposed to be our future leaders.”

She paused, letting her words sink in before continuing. “I’m worried about how this impacts not just morale but also patient care. If we don’t retain our talent and align our culture with our mission, we risk stagnating. I need you to take a hard look at our talent management strategies and come back with a concrete plan in two months. This is non-negotiable.”

David nodded, feeling the weight of the conversation. “I understand, Clara. I’ll do everything I can to address these challenges. Our people are our greatest asset, and I’ll make sure we focus on supporting them.”

As David left the meeting, he reflected on ServingHealth’s growth over the years—and the challenges that had come with it.

Background on ServingHealth

ServingHealth was founded in 2005 by Dr. Samuel Wong, a retired surgeon with a passion for serving marginalized communities. What began as a single clinic staffed by volunteers had, by 2023, grown into a network of 10 clinics across Southeast Asia, employing over 800 people. The organization provided general medical services, specialized care, and community health programs for underserved populations.

ServingHealth’s mission was rooted in empathy, collaboration, and innovation. However, as the organization expanded, cracks began to appear in its foundation. Employees often described a disconnect between the leadership’s vision and the day-to-day realities of their work.

“We used to feel like a family,” said Sarah Lim, a senior nurse who had been with ServingHealth for over a decade. “But as we’ve grown, it feels like we’ve lost that sense of closeness. Decisions are made at the top without much input from those of us on the ground.”

Organizational Culture at ServingHealth

ServingHealth’s culture has been shaped by its origins as a grassroots non-profit. In its early days, the organization was characterized by a strong sense of mission, collaboration, and resourcefulness. Founders and early employees often described the atmosphere as “like a family,” where everyone pitched in to overcome challenges, and decisions were made informally over coffee rather than in meeting rooms.

However, as the organization grew, this sense of intimacy began to fade.

Current Cultural Characteristics

1. Mission-Driven but StrainedServingHealth’s mission to provide equitable healthcare for underserved communities remains at the heart of its identity. Employees often express pride in the organization’s purpose, with 56% of survey respondents agreeing they take pride in their work.

   Yet, many also feel that the organization’s rapid growth has strained its ability to stay true to its values. “We talk about being mission-driven,” said one senior nurse, “but sometimes it feels like the mission gets lost in the day-to-day grind.”

2. Hierarchical Decision-MakingWhile ServingHealth prides itself on being collaborative, the reality often feels more hierarchical. Decisions are primarily made by senior leaders, with limited input from clinic staff. “We’re expected to execute decisions without being part of the conversation,” noted Priya Sharma, a Clinic Director.

   This top-down approach has created a disconnect between leadership and frontline employees, who feel their perspectives are not valued.

3. Overemphasis on MetricsServingHealth has adopted a data-driven approach to measure performance, tracking patient satisfaction scores, clinic efficiency, and staff productivity. While these metrics are valuable, many employees feel they have come at the expense of holistic care and employee well-being.

   “We’re so focused on hitting our numbers that we forget why we’re here,” said James Koh, a clinic administrator.
   

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4. Overwork and BurnoutWith staffing shortages and increasing patient demands, employees frequently report feeling overworked. The organization has limited capacity to provide additional resources, leading to high levels of burnout.

   “It’s not that we don’t want to go above and beyond,” said one ServingHealth Scholar. “It’s that we’re already stretched to the limit.”

5. Fragmented Team DynamicsTeamwork scores were relatively high (65%) in the engagement survey, particularly among clinic-level teams that work closely together daily. However, collaboration between clinics and the central administrative team is often described as lacking.

   “There’s this ‘us vs. them’ mentality,” admitted Sarah Lim. “The clinics feel like we’re on the frontlines while the admin team sits in their ivory tower.”

6. Learning and Development GapsServingHealth has introduced initiatives like the Scholars Program and professional development workshops, but these are perceived as inconsistent and elitist. Many employees feel that opportunities are reserved for a select few, with only 38% expressing satisfaction with professional development offerings.

   “Unless you’re in the top 10%, you’re left out of leadership development opportunities,” said Priya Sharma. “It’s demoralizing for the rest of us.”

Current Talent Management Practices

David’s first step in addressing Clara’s concerns was to review ServingHealth’s existing talent management practices.

1. ServingHealth Scholars ProgramServingHealth identified promising students from local universities and offered them two-year fellowships at its clinics. These fellows, known as ServingHealth Scholars, received mentorship and hands-on training in community-based healthcare. In exchange, they committed to working for ServingHealth for four years post-fellowship.

   However, attrition among ServingHealth Scholars was alarmingly high, with many leaving before their contracts ended. “The Scholars Program was supposed to be a pipeline for future leaders,” David noted. “But instead, we’re losing them to private healthcare institutions.”

2. Volunteer-to-Employee PathwayMany of ServingHealth’s full-time employees were former volunteers. While this approach ensured a strong cultural fit, volunteers often found the transition to full-time work challenging.

   “I loved volunteering here,” said James Koh. “But as an employee, the workload is overwhelming, and the support systems just aren’t there.”

3. Professional Development WorkshopsServingHealth offered quarterly workshops on topics ranging from patient care innovations to leadership skills. However, participation was low, with only 25% of eligible employees attending in 2022.

   “The workshops are good in theory,” said Priya Sharma. “But they’re often too generic to be useful.”

Challenges in Retaining Talent

Exit interviews pointed to:

• Limited Career Progression
• Burnout
• Bureaucracy

Engagement Levels

Moving Talent Management Forward

David has enlisted you as an HR consultant to address these challenges and create a roadmap for ServingHealth’s success.