Hospitals Craft Their Workforce Brand to Stay Competitive

Executives at the HealthLeaders Workforce Decision Makers Exchange say storytelling is essential to get the word out about their internal culture.

To combat workforce shortages, hospital and health system leaders are realizing that strong culture and reputation, while still reliable recruitment tools, are no longer enough on their own to attract and retain talent.

On the first day of the HealthLeaders Workforce Decision Makers Exchange in Boston, executives shared how they are redefining their organizations’ workforce brands to remain competitive in a rapidly changing labor market.

For multi-hospital systems, that work begins internally. Attendees emphasized the importance of fostering alignment across hospitals within the same network to avoid competing for local talent. Creating a consistent organizational identity that transcends individual facilities has become a priority, especially in markets where hospitals share overlapping labor pools.

At the same time, organizations are recognizing that a positive culture must be actively communicated and not just assumed. Health systems are taking a more proactive approach to managing their employer brand, monitoring online sentiment, and engaging with both current and prospective employees through social media. Several leaders described how marketing teams track online discussions about their organization and alert executives when negative comments surface, prompting follow-up and corrective action.

This kind of vigilance reflects how much influence digital perception now holds over the workforce experience. Social media has become a powerful factor in shaping how healthcare workers view potential employers, and negative narratives can spread quickly if left unaddressed. In response, some organizations are encouraging employees to share their own stories and experiences online, reinforcing authenticity and credibility in their brand messaging.

Beyond reputation management, participants highlighted the importance of cultivating long-term interest in healthcare careers. Leaders spoke about the need to engage with younger generation, especially middle and high school students, to showcase the variety of roles available across clinical and non-clinical fields.

Overall, the conversations reflected a growing understanding that hospitals must think like brands as they define and manage their workforce identity to appeal to future talent.

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