In an industry where workers typically hop between employers every 18 months, Omega Healthcare is pursuing an unfashionable strategy: convincing people to stay put. The healthcare technology and services company, which handles back-office operations for American hospitals and insurers, claims to have solved one of the sector’s most persistent problems—chronic staff turnover.
The numbers suggest they may be onto something. Omega claims a 92 per cent employee engagement score and an employee net promoter score of +40, figures that would make most HR departments envious. More tellingly, the company now celebrates employees who stay for 20 years—a remarkable feat in a business where constant churn is the norm.
The golden brick philosophy
Central to Omega’s approach is what it calls the Golden Brick Award, launched in 2009 to recognise three-year work anniversaries. The programme has since evolved to celebrate 10, 15, and 20-year milestones, with ceremonies held at five-star venues attended by senior leadership. The company plans to extend recognition to 25-year veterans.
“We chose to celebrate these milestones because legacy deserves reverence. It’s a reminder for our employees that you didn’t just work here—you helped build this place.”
Lalitha Shetty, Omega’s vice-president of human resources
“We chose to celebrate these milestones because legacy deserves reverence,” explains Lalitha Shetty, Omega’s vice-president of human resources. “It’s a reminder for our employees that you didn’t just work here—you helped build this place.”
The symbolism is deliberate. According to Shetty, the award represents enduring contribution rather than mere longevity. But symbols alone rarely retain talent in a competitive market. Omega’s strategy runs deeper than ceremonial recognition.
Rethinking career progression
The company has abandoned traditional promotion ladders in favour of what it terms the “Omega Career Lattice”—a system that allows diagonal and lateral movement across departments and service lines. Rather than simply climbing upwards, employees can pivot between operations, quality control, training, and analytics based on their interests and capabilities.
This flexibility proves particularly valuable in healthcare business process outsourcing, where specialisation and diversification often complement each other. “The Career Lattice allows our people to grow with the business, not just within it,” Shetty notes.
The approach challenges conventional wisdom about career development. Instead of waiting years for promotion opportunities, employees can pursue different roles that may better match their evolving skills and interests. For a sector that handles sensitive medical data and requires continuous learning, such adaptability appears crucial.
Quarterly rewards, not annual reviews
Perhaps Omega’s most radical departure from industry norms is its Performance-Based Quarterly Merit Increase (PBQMI), introduced in 2021. The programme targets Band 1 employees—frontline agents who form the operational backbone—with performance-based pay rises every three months rather than annually.
“Why wait a year to tell someone they’re doing a great job?” asks Shetty. “With PBQMI, recognition is timely, and so is reward. It’s especially powerful for our millennial and Gen Z talent who expect impact to be visible—instantly.”
The company claims this system has improved both productivity and retention by providing immediate feedback and financial recognition. Traditional annual reviews, by contrast, often feel disconnected from daily performance.
Systematic skill development
Omega’s learning and development framework spans multiple levels, from basic workplace readiness to executive preparation. New associates receive business communication and quality control training, whilst those entering supervisory roles complete programmes on people management and hiring.
The company’s approach blends instructor-led sessions, digital learning, simulations, and internal mentoring. “We’ve invested in making learning contextual, not just accessible,” Shetty explains. “When employees see how development aligns with their actual career path, they don’t just complete programmes; they embody them.”
Leadership development receives particular attention through the Future Leader Pipeline, which spans emerging, mid-level, and senior talent. The company has also created a dedicated women’s leadership programme as part of its diversity initiatives.
Diversity as retention tool
Omega reports that women comprise 50 per cent of its global workforce, supported by employee resource groups and targeted hiring campaigns. The company actively recruits people with disabilities, LGBTQIA+ professionals, and women returning to work after career breaks.
Policies extend beyond compliance requirements to include gender-neutral harassment frameworks, all-gender restrooms, and inclusive health benefits. According to Shetty, such measures foster belonging rather than mere inclusion.
The technology factor
The company employs AI tools and regular leadership connections to monitor employee sentiment. These systems function as “emotional pulse checks” rather than traditional feedback collection, according to Omega’s leadership.
Wellbeing programmes include employee assistance schemes, financial wellness tools, and mental health support. The company frames these not as perks but as essential infrastructure for sustainable performance.
Testing the model
Whether Omega’s approach can be replicated across the broader healthcare outsourcing sector remains unclear. The company’s model requires significant investment in systems, training, and management time—resources that smaller competitors may lack.
The golden brick metaphor suggests permanence in an industry characterised by constant change. Yet Omega’s bet on stability may prove prescient as healthcare data becomes increasingly complex and regulatory scrutiny intensifies. Companies that can retain experienced staff may gain decisive advantages over competitors relying on frequent recruitment.
The healthcare outsourcing industry will watch closely to see whether Omega’s anti-churn strategy delivers sustainable competitive advantage. In a sector where institutional knowledge often walks out the door with departing employees, building loyalty brick by brick may prove more valuable than chasing the next best hire.