Date of Conferral
Doctor of Business Administration (D.B.A.)
Janie A. Mayo
Lead hospital human resource managers (HRMs) experience new recruitment, retention, and training costs for Millennial employees to close the skill gaps and address challenges from Baby Boomer employees retiring. The median turnover rate of 3 years for Millennial workers in hospitals is more than 3 times higher than older workers at hospitals. The purpose of this qualitative multiple case study was to identify retention strategies hospital HRMs use to address the retention of millennial generational employees beyond 3 years. Transformational leadership theory was the conceptual framework for the study. The data collection process included semistructured interviews and a review of corporate documents of 5 lead HRMs at Northeast Ohio hospitals. Each lead HRM had a minimum of 5 years of experience and was familiar with Millennial individuals and employee retention strategy. Data analysis consisted of Yin’s 5-step process. Three key strategic millennial retention results emerged from the data: millennial-friendly work environment, lead HRM engagement, and Millennial education and training. Social change may result from study findings through benefitting hospital leadership and HRMs to encourage job creation in their communities.