Developing Talent for
By Jason C. Theadore, MHA, CRA, RT(R) and Thaddeus J. O’Brien, PhD
The credit earned from the Quick Credit TM test
accompanying this article may be applied to the
AHRA certified radiology administrator (CRA)
human resource management domain.
their own professional development
• OhioHealth Ambulatory Division in
An organization exists
to fulfill a mission and vision created
through a combination of technology,
processes, and people. When an organization can tap into the synergy of all
elements, operational excellence usually
follows. The economic downturn has
altered—perhaps irreparably—the ways
in which companies think about, develop,
and work to retain their top talent. This
can have a significant impact on one’s department or business. Over the last few
years, many organizations have slowed
their hiring processes as organizations
are more committed than ever to making
due with as few employees as possible.
Simultaneously, the most practical leaders are doing whatever they can to retain
their best and brightest staff members.
The highly talented tend to learn more
quickly, do their work more inventively,
are willing to do more work, are lower
maintenance, and appear to find it easier
to be fully engaged in work assignments.
Companies look to their top talent to
secure the organization’s future. In addi-
tion, the cost of finding, recruiting, and
onboarding new employees is expensive.
According to various leaders who came
to the ambulatory division from outside
OhioHealth, it took them a little over
a year to be fully comfortable with the
different aspects of the health system and
its operations. So it makes sense for com-
panies to put extra effort into retaining
those employees who show the greatest