Learning and development (L&D) at not-for-profit health system MJHS previously was decentralized, with 17 independent teams operating at both a corporate and line-of-business level. Inter-agency collaboration was sporadic. Teams set their own standards, priorities, and measurement methods. Inconsistency and duplicative training efforts motivated a key business objective to integrate the knowledge base within the health services of Nursing Home Care, Managed Long Term Care, Hospice & Palliative Care, Home Care, and Health Plans.
In response, the organization launched a strategic corporate initiative to unify and elevate L&D across MJHS through the creation of MJHS Academy. Aiming to foster a culture of learning and innovation, MJHS Academy is designed to streamline the L&D function within the organization for the purpose of brand, consistency, and enhanced quality. MJHS Academy is now the central location for all types of training, including clinical, compliance, soft skills, and technical skills.
Program Details
MJHS Academy trainings are facilitated via various methods, including in-person and virtual instructor-led training (VILT) and assigned and on-demand eLearnings and Webinars.
As a centralized hub that utilizes the organization’s intranet, learning management system (LMS), and TEAMS systems for a unified approach to communicating organization-wide learning activities, the academy encourages knowledge sharing, and provides a “one-stop-shop” for learning for employees in all roles across MJHS. Resources that once were compartmentalized by agency are now available throughout the system. In some instances, this is reducing or completely eliminating new content development time.
MJHS Academy also aims to educate trainers on the authorized and effective use of artificial intelligence (AI) tools such as CoPilot, Murf AI, Synthesia, and other programs for efficient training development. A standard instructional design process is being implemented for use by all corporate-level Learning specialists.
Training reinforcement includes manager tool kits to support knowledge transfer, planned follow-up, microlearnings, polls, and expansion of current Kirkpatrick Level 1 (learner reaction) and 2 (assessment) evaluations. In an effort to secure Level 3 (behavior change) and Level 4 (business outcome) data, MJHS conducts surveys and post-training focus groups.
The internal intranet page for MJHS houses content from previously facilitated programs; all employees can access it at any time. MJHS also plans to do frequent content spotlights to reinforce lessons learned for past attendees and to generate interest for future attendees. Select trainings have refresher modules for six to 18 months following the initial module.
Certified leaders are required to take at least six hours of professional development training each year to maintain their certification.
Results
The MJHS Academy Leadership Certification Program already has had a direct impact on leaders hired from within, increasing from a 44 percent rate in 2023 to a 71 percent rate in 2025. And the turnover rate within the first year of employment for nursing new hires was reduced from 21 percent in 2024 to 13.8 percent in 2025.
