Case Study

StLukesUniversityHealthNetwork

Reduction in Management Turnover

Cutting management turnover and achieving 3,000%+ ROI with the CPI™ 434 assessment

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Challenge

High turnover among managers was costing time, money, and continuity.

St. Luke’s University Health Network—a fast-growing healthcare organization with 10 hospitals and over 300 outpatient sites—was experiencing an alarming 41% annual turnover among its managers at the Allentown campus. Despite strong recruitment practices and rapid growth, many new managers left within 18 months, leaving the organization struggling with vacancies and instability.

With over 14,000 employees and a long-standing reputation for innovation and excellence in care, St. Luke’s couldn’t afford this level of churn. The leadership team knew that a fresh, data-driven approach to hiring and development was urgently needed to improve retention and performance.

Solution

CPI™ 434 assessment for final-stage hiring and onboarding.

Working with The Myers-Briggs Company and consultant Bonnie Hagemann, St. Luke's implemented the CPI™ 434 instrument with final-round managerial candidates. The tool provided detailed insights into each candidate's leadership traits, behavior, and alignment with the organization's culture.

The CPI results were used not only to inform hiring decisions but also to guide onboarding and development. New hires worked with HR to create individual development plans based on their CPI profiles and received support for the first six months in role. Over time, the CPI 434 became a cultural fixture, with hiring managers educated in its use and empowered to interpret results as part of a holistic selection process.

The approach was never about gatekeeping; instead, it was designed to add an additional layer of insight to ensure better fit, stronger leadership, and long-term success.

Key Programme Elements:

  • CPI™ 434 assessment implemented for final-round managerial candidates
  • Assessment results used to inform hiring decisions and guide onboarding
  • Individual development plans created based on CPI profiles
  • Six-month support period for new hires in role
  • Hiring manager education and empowerment for holistic selection process

 

Results

Turnover dropped from 41% to 10%—saving over $623,000 annually.

Within two years of introducing the CPI 434, management retention soared to 90%. St. Luke’s used conservative ROI calculations (based on 1.5x salary replacement cost) to estimate annual savings of over $623,000.

The accuracy of the tool proved striking—candidates hired against CPI guidance often underperformed or left the organization, while those hired with alignment thrived. As a result, the CPI 434 became standard for all managerial hires, with the CPI 260® offered as an alternative in some departments.

St. Luke’s has embedded the CPI assessment into its professional development framework and is applying for national leadership excellence recognition, firmly positioning the tool as part of a best-practice hiring and leadership strategy.

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