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Medical Services Group uses employee morale and the leadership program to increase its profits by $4.5 million.



In early 2023, a San Diego-based Medical Services Group with 6 locations and 1800 employees was in the red by $2.5 million.

Several locations and many employees were underperforming. They said they had been working under strained relationships, with often a disconnect between them and their supervisors.



Sam Johnson, the organization’s president, and CEO, decided to develop new workplace engagement and job fit strategies.  He aimed to increase employee morale and executive leadership, thereby addressing the hospital’s rising deficit.


At ThriveVance, we partner with TTI Success Insights, offering a robust set of behavioral assessments. The solution recommended to Sam and his team was the assessment TriMetrix HD, which brings the four sciences of behaviors, 12 Driving Forces™, acumen, and competencies together in a validated, bias-free, and fully integrated assessment that meets EEOC and OFCCP requirements and offers job benchmarking solutions to ensure the right fit between the job requirements and candidates.



According to Johnson, who worked closely with our team at ThriveVance, one year after implementing these strategies, they turned a profit of about $4.5 million. 

During the turnaround process, which included an off-site retreat and quarterly leadership development meetings for the organization’s 12-member executive team, they developed action plans to create greater self-awareness and team building.

Similar team-building solutions, including communication cards that spelled out specific “dos and don’ts” for employee interaction, were also developed for the organization’s roughly 119 managers and directors.


“We invested in our people, leveraging them to strengthen the organization,” said Johnson.

“Everyone seemed to embrace the change and be thrilled to be a part of it. These were folks who wanted to be better and do better.” Johnson conceded that employees looking to leave the organization before he implemented the changes saw the shift in organizational approach and stayed on.

In addition, one employee who has been with the group for more than 25 years expressed to Johnson that he couldn’t recall a time when relationships between staff, supervisors, physicians, and the board of directors were more robust due to the implementation of behavioral assessments.



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