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Thank you for sharing this feedback. One of the positives of responding directly to each Glassdoor review, for me as the CEO, is that it is one way to stay connected to "unfiltered" feedback, which can be very helpful. We have a few other mechanisms to try to help us receive "unfiltered" feedback, including our semi-annual Gallup surveys of every team member, and then many skip-level 1:1s and small-group discussions that I and other members of our leadership team participate in throughout each year. I try to hold approximately 100 skip-level 1:1s each year, and mostly just listen to what's going well and then proactively ask about what my colleague feels we should consider changing about any aspect of the company.
There will always be opportunity for improvement. We will never be at a point as a company where there isn't a list of items we need to address in order to become better. What is critical, from my perspective, is encouraging, systematically, the unfiltered feedback to be shared, so that we can understand and then address those items that need to be addressed. This, to me, is a correct application of the attribute of humility -- most critically to be modeled by leaders who encourage feedback on what we need to improve, rather than shutting that feedback down.
Related to this, I want to validate the feedback you shared about the incorrect application of the attribute of humility. I have heard this feedback from multiple sources, and it has reinforced the importance of us clarifying and reinforcing our message and training. This includes a reinforcement that humility is most important in our leaders -- particularly in their openness to new, even opposing ideas, and their encouragement of receiving feedback from their teams on areas of needed improvement. It is absolutely critical that these leaders foster, and do not discourage, openness to multiple diverse points of view, and to the concept that they can learn from each of their colleagues and teammates, which requires that they not shut down contrary ideas.
It's also critical for every team member to live the operating principle of courageous transparency -- when they believe an alternate voice needs to be heard, it is crucial that they share that perspective, courageously! We will work to reinforce this, including during today's All Team Member meeting, where we'll specifically review, as a company, your feedback, and talk about it together.
Next, relative to our buildout of web apps, this is a relatively new area for the company, so I agree that we need to carefully monitor our performance here. I have been pleased to see the number of installations of some of our most popular web applications, now at dozens of our existing clients. We will make utilization of these applications a major focus for 2019.
Finally, regarding turnover, I also pay close attention to this metric, and we'll share the data today in our All Team Member meeting, as we always do, from our most recent board meeting two weeks ago, which includes our "people" slide, with data on our trailing-twelve-month turnover rate for everyone to see. It is a critical part of our mission to attract and then retain talented team members, and we will always have room for improvement here. The data that we'll review together today shows that the company has maintained a voluntary turnover rate between 6.7% and 8.4% during the past twelve months, with October coming in at 6.9%. This voluntary turnover rate compares quite favorably (less than half) vs. industry averages, but still highlights opportunity for us to improve.
I am sorry that it didn't work out for you to stay at Health Catalyst and continue to contribute to the company's mission and success. We will work hard to address the issues of openness to different points of view, of strengthening our web apps and retaining our team members. And I wish you success in your future endeavors! Best, Dan
