The attainment of the strategic key goal ‘Personnel is committed’ is monitored using the exit turnover indicator. The departure of an employee is always a loss of competence capital. Exit turnover has not been optimal in all respects or at all units at HUS. Exit turnover has been increasing across the board in the social welfare and health care sector, including specialist medical care and including HUS.

Exit turnover reporting has been developed, and the situation is being monitored on a monthly basis. Efforts have been made to concretely explore the reasons behind employees leaving and thereby to find ways to influence the factors that cause employees to find a new job or a new profession. Personnel surveys, personnel reports and employer image studies suggest that personnel commitment is influenced by management and leadership, workload and stress, appreciation and feedback, workplace atmosphere, pay and the general labor market situation.

Personnel commitment issues have been stressed in orientation training for supervisors, in management and leadership training, and in coaching sessions. HUS has a robust culture and concept of Lean development: the principle of improving one’s own job and unit is applied throughout the organization. In addition to the annual workplace barometer, a ‘mood indicator’ was introduced as a quicker and more agile tool for evaluating the impacts of measures to improve management and workplace atmosphere and of feedback practices and evaluation procedures. Supervisors were provided with support and tools for improving their first-line management skills.