Stanford School of Medicine Reinvents Employee Benefits
In order to help Stanford doctors and researchers integrate work and home life, employee benefits needed to be recast to align with how they frame up success.
Stanford had great benefits but was losing staff.
The Stanford School of Medicine sought to resolve the tradeoffs their faculty made as they balanced teaching, research, care delivery, and family. These quality-of-life issues made it difficult to attract and retain top-tier talent over the long term — especially at a time when many doctors are opting for practices that look a lot more like a 40-hour-per-week job than the busy life of a medical-school professor.
Deep research into how doctors and researchers frame up success.
By shadowing doctors from the time they woke up to the time they went to bed, Jump and Stanford uncovered subtle yet significant differences between the way doctors frame up success and how their benefits were positioned. We then began to mash-up doctors’ views of success with possible benefits to identify promising directions.
Recasting benefits to be in line with how doctors frame up success.
Based on this understanding, the team designed new incentives such as personalized career path coaching that help doctors achieve their career goals while also making the most of their family time. They’re even offering meal delivery and house-cleaning to faculty. Stanford is piloting these programs to cut attrition, improve recruitment, and improve the caregiver experience. The School just received the Alfred P. Sloan Award for Excellence in Faculty Career Flexibility in recognition of these programs, along with positive coverage in the New York Times.