Associated Regional and University Pathologists, Inc. (ARUP Laboratories)

Company Name: Associated Regional and University Pathologists, Inc. (ARUP Laboratories)

Industry: Health Care

Number of Employees: 1695

Contact Name and Information:
Linda Ivie, Recruiter
ARUP Laboratories
500 Chipeta Way
Salt Lake City, UT 84108
Phone: 800-242-2787x2123
Fax:  801-584-5218
Iviel@aruplab.com

The Associated Regional and University Pathologists, Inc. (ARUP Laboratories) is a nationally acclaimed medical testing reference laboratory, owned and operated by the University of Utah. Founded in 1984, it has developed a set of innovative recruiting and retaining strategies in order to secure a qualified workforce. These strategies have proven to be so successful that the company's workforce has more than doubled from 700 employees in 1992 to 1,700 employees in 2004. Today, the average turnover rate is 11 percent, down from 19-22 percent in the past, and employee satisfaction surveys show consistently high ratings.

The Challenge:

Nationally, shortages of skilled health care workers create challenges for employers in the health care industry. Industry projections indicate that by 2006, more than 3 million health care jobs will be added in the United States. According to the Bureau of Labor Statistics, that rate of growth is twice as fast as job growth in the rest of the economy. The industry is at risk of losing even greater numbers of experienced and skilled health care workers as baby boomers begin to retire.

Regardless of staffing shortages, current market conditions demand outstanding customer service and a quality product. To remain competitive health care businesses are dependent on a stable and growing workforce.

How Do They Do It?

ARUP Laboratories has listened to their employees. The medical company has instituted methods for employee feedback to determine strategies that will encourage retention and serve to attract talent. Town hall meetings run by senior executive officers in which employees have a chance to express opinions and offer ideas take place. Planning committees have been formed and, employee surveys are administered. The company has tested some strategies through a trial and error process but the resulting strategies and policies are simultaneously supportive of employees and meet customer needs. Some of the strategies follow"

• Because the company requires skilled talent 24 hours a day— seven days a week they have defined flexibility in a unique way. Many laboratory testing personnel work a "seven day on" and "seven day off" schedule. Seven-day—ten hour shifts with the next seven days off provide sufficient staffing and is the most popular arrangement among employees. Workers are paid an 80 hours work period though they only work 70 hours. Each worker has a counterpart who works the opposite schedule and if needing additional time off works out arrangements with the shift counterpart co-worker. This ensures that all shifts are covered.

• The most difficult position to recruit and retain is an entry-level position in the Specimen Receiving Division. Using a number of strategies the division reports improved retention rates overall, down from 60 percent to 20 percent. Due to the high demand for processing technicians ARUP offers many flexible scheduling options.  In addition to the "seven on/seven off" schedule, there are four-day ten hour shifts, five-day eight hour shifts, graveyard shifts, and shifts in the evenings and on weekends. The company also credits several defined incentive programs, cash bonuses, employee health and wellness programs, and generous benefit packages.

• ARUP Labs successfully recruits college students to fill jobs. They find the flexible scheduling and tuition reimbursement an attractive incentive. Because of the emphasis the company places on education supervisors manage their employees with flexibility in mind and work to ensure that time off for exams and other academic requirements is provided.

• Management training for supervisors is a key element in the ARUP work culture. An intensive six-week training course for supervisors, in addition to ongoing supervisor training, mentoring, and support by group managers, ensures that supervisors have the skills they need to manage a flexible workforce. Help is always available to supervisors and managers.


Lessons Learned

1. As a company ARUP Laboratories makes its values known to employees. 

2. Continuing education and skills development are highly prized and encouraged, and the need for a flexible workforce is clearly understood.

3. Listening to employee concerns helps to drive management decisions in how and when employees work. 


Future Plans

Future plans for ARUP Laboratories include exploring the development of a job sharing program in which two employees are responsible for performing the duties of one job. This is the most difficult type of program to implement because it requires a very specific match of skills, personalities, and time allotments. Though this type of scheduling presents numerous challenges the company is willing to test the strategy for possible implementation