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Today in Health IT, we’re discussing how Home Depot mandates corporate employees to work retail shifts quarterly. Today’s episode is brought to you by SureTest. Transform your health system’s application testing and reclaim thousands of hours with SureTest. Visit ThisWeekHealth.com/suretest to learn more.

I’m Kate Gamble, Managing Editor at This Week Health, where we host a set of channels and events dedicated to transforming healthcare, one connection at a time. I’ve spent the last 12 years interviewing healthcare leaders, and I’m excited to bring that knowledge into this community. So today, we’re discussing Home Depot’s mandate that corporate employees work retail shifts quarterly, and I’m joined by Sarah Richardson, President of This Week Health’s 229 Executive Development Community.

“Sarah, thank you for being here.”

“Thank you for having me, Kate. Happy Friday, and welcome to November.”

“Yes, this is November 1st, or as some of us call it, Halloween Hangover Day. How are you feeling?”

“I’m thinking that my blood sugar probably hasn’t quite yet normalized. We get a lot of trick-or-treaters, and every year we run out of candy. Then I realize we actually run out because Dan’s hoarding all his favorite mini-sized candy bars. So there was this whole stash, like separately from what we gave out. We didn’t really run out as much as he selectively pulled the Kit Kats, Snickers, and 100 Grand bars. But yes, I need to take a break from sugar for a couple of days.”

“There is a pretty significant tie-in with healthcare when we look at rounding. I know we’ve heard a lot of leaders talk about the benefits of rounding. I know Sue Shade, who does our town halls, has talked a lot about this. From the leader’s perspective, what are the biggest benefits when you do things like this?”

“I always loved rounding when I was in the facilities and made sure my staff did it too. It’s not just to talk to the nurses or check that there are no tickets left unresolved. You go to find the patients who don’t have anyone to visit them and learn what their experience has been like. Whether you’re in a hospital or clinic setting, getting that firsthand experience is crucial. If you’re a corporate employee who hasn’t been in the environment you’re supporting, doing it once a quarter isn’t much. They have so many stores that you can likely do it without traveling too far.”

“When you foster better empathy and collaboration with the hands-on teams, it helps everyone gain insight into daily operations. I understand concerns about corporate employees being unprepared, but Home Depot’s CEO believes this initiative will strengthen company culture and improve decision-making. When I was at HCA, we had a similar program. Corporate employees, based in Nashville, could spend a week rounding and learning about hospital operations. Having that firsthand knowledge changes the way you make decisions, providing insight into operational challenges, enhancing collaboration, and helping shape better technology decisions.”

“I think that’s such a good point. What’s the ideal strategy? Do you sit back and watch, or do you ask questions, or does it depend on the situation?”

“It really depends. I think about the time I got to watch surgery from the OR theater viewing area. You don’t want me scrubbed in and watching up close, but observing was incredibly powerful. Not everyone’s comfortable seeing certain things, like the morgue or a trauma 1 ER. Those can be tough environments, but they’re real settings. For people who want to understand the challenges of healthcare, these experiences are invaluable. Leaders who get to see it all firsthand are better prepared to create solutions that align with the reality of frontline work.”

“Yeah, and we’ve heard CMIOs and other leaders talk about going in and showing staff how certain tasks are done, small things that can improve workflow. Watching these processes firsthand can reveal where improvements are needed.”

“Absolutely, and emotion does play a role in decision-making, although it won’t appear in your business case. When you put solutions into high-stakes environments with highly emotional situations, that understanding matters.”

“And I wonder, do CXOs worry that they’re seeing a ‘polished’ version when they round? Are people being genuine, or does that even matter?”

“That’s why your rounds shouldn’t always be announced. There are good times to go and times that might be less ideal, but having rapport with nurse managers and not arriving with a big entourage helps. I remember a CEO in Las Vegas who was amazing. He lived nearby, and every morning he’d go for a run, come in to do rounds in shorts and a sweatshirt, then go home to change before returning for his day job. In the evenings, he’d wander the halls and talk to everyone. He knew people by name, and I truly believe that contributed to our high-quality scores and satisfaction levels.”

“Yes, it must build a lot of trust. It reminds me of the show Undercover Boss. It’s entertaining but not necessarily the best way to engage with staff. It’s more effective to have real conversations with people.”

“Exactly. And honestly, if someone shows up without a badge or doesn’t seem like they belong, it should raise a red flag. There’s a responsibility to ensure that visitors are trusted, even if they’re leaders from the company. It’s all about transparency, building trust, and engaging in an authentic way.”

“I really like how you wrapped that up. Thanks for sharing your insights.”

“Of course. I think I’ll go have a salad to make up for my Halloween candy intake.”

“Yes, I should probably do the same. That’s a wrap. We hope you’ll share this podcast with a friend or colleague. Use it as a foundation for daily or weekly discussions on topics relevant to you and the industry. Subscribe wherever you listen to podcasts. Thank you for listening, and have a great weekend.”