All Staff Strategy by Mariana Saucedo

Ensuring commitment from partners, including financial investments, feels like it will need to be a priority in order for Propel to succeed long-term.

2025-02-26 18:34:46 UTC

2025-02-26 18:35:13 UTC

Feels very clarifying. "interested in healthcare" within target pop feels more defined than before

2025-02-26 18:35:50 UTC

Definitely offers more clarity to the work we are doing especially around program innovation. The guardrails checklist is particularly helpful to guide decision making. Feels grounding

2025-02-26 18:35:56 UTC

I can see what we've learned/experienced reflected here--feels like growth

2025-02-26 18:36:01 UTC

Theme of alignment comes through; appreciate focus on right employers

marianasaucedo5 — 2025-02-26 18:37:32 UTC

I'm interested in learning more from organizations that are doing well to get best practices.

2025-02-26 18:37:32 UTC

"The US has a broken healthcare workforce system that fails both employers and young adults."

I feel that this captures the urgency of what we’re tackling. Every day, and I'm sure it's true for our team across all regions, observes both sides of this issue:

- Young adults want to enter healthcare but face barriers (financial, educational, lack of experience).

- Employers desperately need talent but struggle to fill roles due to turnover, lack of career pathways, and insufficient training pipelines.

What excites me?

The potential for real, structural change. This isn’t just about getting people into jobs—it’s about building sustainable pathways that benefit both young professionals and the healthcare system as a whole.

ericacollins3 — 2025-02-26 18:37:40 UTC

For my role, I will need to continue to refine what durable skills matter based on employer feedback and make sure we are implementing teaching & programmatic practices to support fellows' growth in those skills.

alexabonilla1 — 2025-02-26 18:37:43 UTC

Clarifies and provides me a roadmap to the work we are doing moving forward

Durable skills unlock career growth: Coaching in professional and problem-solving skills helps young adults persist, succeed, and expand their career options. Exciting to hear!

hassanmunford — 2025-02-26 18:38:18 UTC

I appreciate the refined clarity of our paths.

jermicawallace — 2025-02-26 18:39:30 UTC

2025-02-26 18:40:04 UTC

Really prioritizes employers and broadens our potential pathways

johnchilders2 — 2025-02-26 18:40:25 UTC

"In demand certifications matter more than degrees" resonated and excited me

-Krishonda

2025-02-26 18:41:11 UTC

Stay connected to goals in retention, commit to refining coaching skills, and use data on exit reasons to help fill gaps. would like to having more insight on the turnover rates in MA roles, how do employers support their employees and how can we align to help Fellows prepare for workforce

Excited about the shift in focus to Fellows' career advancement rather than just getting hired (into that first job).

2025-02-26 18:41:44 UTC

Hypothesis D

johnchilders2 — 2025-02-26 18:42:35 UTC

What do we believe is teachable versus what do you need to come in with as a Fellow.

-Patty

Hypotheses

johnchilders2 — 2025-02-26 18:45:15 UTC

Want to make sure the hypotheses are all testable and we're constantly checking whether they are true in certain pathways, employers we're going into.

-John

Fellow Support

johnchilders2 — 2025-02-26 18:46:23 UTC

Nervous because sometimes Fellows are going into toxic environments where they don't have our support and we need to ensure they are supported in the first steps of their career.

-Stella

2025-02-26 18:47:21 UTC

We need to ensure Fellows have skills to navigate challenges at work, if turnover rates are high and MA role is tough work, are we having enough convos about their self-sufficiency, ability to advocate for themselves, ability to ask for help

johnchilders2 — 2025-02-26 18:48:22 UTC

Making sure our employer partners are bought in on what's needed for retention.

-John

I'm thinking about program efficacy and being responsible stewards of the experiences of our fellows. I'd love to see that added to the Engine 2 guardrails.

2025-02-26 18:51:02 UTC

johnchilders2 — 2025-02-26 18:51:27 UTC

Hypotheses D relates directly to the Coaching role but the professional skills feels really broad, which makes me feel lost.

-Stella

2025-02-26 18:56:45 UTC

I see a lot of clarity in how we pursue funding and how we articulate our purpose and impact.

2025-02-26 18:57:04 UTC

How can we increase time/resources for employer pipeline develop to improve employer fit/increase opportunities for fellows

This work has a major impact on our messaging and target audiences; I'll be thinking about implications for our marketing/branding.

2025-02-26 18:57:58 UTC

2025-02-26 18:58:34 UTC

Tactically - how do we articulate these stakes in the ground (from foundations doc), externally? Philosophically - how do we track learnings and prove these hypotheses as we move forward?

alexabonilla1 — 2025-02-26 18:58:39 UTC

It makes me think that the work we do is vital to the learning and processes moving forward as we scale. It provides clarity and a path towards improvement.

How do we say yes or no to new opportunities: demand from employers, new markets, based on this

juliahorn8 — 2025-02-26 18:58:59 UTC

2025-02-26 19:05:19 UTC

I’m realizing that my role is evolving in some really exciting (but also challenging) ways. It’s making me think about how my work fits into Propel’s bigger vision and how I can step up as a leader during this expansion. Up until now, my focus has been recruitment, relationship-building, and partnerships- but these guardrails suggest a shift toward scaling, sustainability, and employer investment.

2025-02-26 19:12:23 UTC

Ensuring our coaching model and work is aligned with our larger vision

Our coaching is still evolving, we haven't "nailed it", can we make it a surefire bet as a way to retain employees?

juliahorn8 — 2025-03-26 17:43:47 UTC

PRO

2025-03-26 17:43:54 UTC

it builds on something that is already uniquely our "secret sauce" / could focus our efforts fully into coaching

marianasaucedo5 — 2025-03-26 17:44:13 UTC

Pro: Employers have more investment in supporting the next generation of talent

2025-03-26 17:44:19 UTC

Potential pro: increased investment and involvement from employer partners

Potential con: locus of control is less proximate, AND we have to build our knowledge here

2025-03-26 17:44:19 UTC

Potential pro: benefits for both our customers. Potential con: will employers buy at scale without proof points?

CON / QUESTION

2025-03-26 17:44:29 UTC

Have we proven we have expertise here?

Pro - Coaches are needed to make connections CON - Capacity and build out

hassanmunford — 2025-03-26 17:44:38 UTC

Both: Rethinking our approach to coaching so it is focused on retention and growth on the job

2025-03-26 17:44:45 UTC

2025-03-26 17:44:55 UTC

not a con or pro but this sounds as a call for expansion on the coaching team and/or externship team in terms of staffing or pay

Love the idea of packaging our model for use by multiple employers.

2025-03-26 17:46:06 UTC

Pro

alexabonilla1 — 2025-03-26 17:46:41 UTC

Aligned with our current work and extends our reach - impact to scale

Pro

marianasaucedo5 — 2025-03-26 17:47:27 UTC

Packaging model for scale, possible additional revenue source

Easier sell to employers than our standard model once it's already built

juliahorn8 — 2025-03-26 17:47:29 UTC

2025-03-26 17:47:32 UTC

The "idea" of this is a pro. Con - we have not yet successfully implemented an apprenticeship model, so are unaware of the success rates.

johnchilders2 — 2025-03-26 17:47:35 UTC

Pro: Should increase retention at employer partners.

Con: Takes limited resources away from Propel Fellows that could be used to increase retention.

pro

2025-03-26 17:47:38 UTC

from what I understand, this is an underdeveloped apprenticeship offering, so there could be a path to becoming a thought leader

2025-03-26 17:47:45 UTC

Pro: builds on our current work

con:builds on current work that we havent yet executed - so there is a lot to learn

con

marianasaucedo5 — 2025-03-26 17:47:57 UTC

apprenticeship program guidelines vary state by state so it might be hard to standardize

con

2025-03-26 17:48:06 UTC

We haven't done it yet fully so don't actually know our level of success/expertise

2025-03-26 17:48:11 UTC

Pro: builds on our current work

con:builds on current work that we havent yet executed - so there is a lot to learn

Pro & Con

alexabonilla1 — 2025-03-26 17:48:21 UTC

Pro - Expands our reach; capitalizes on our strengths and learnings, strengthens our brand as a leader in this work

Con - We don't know what we don't know. We haven't launched this yet. Risky.

PRO - Building already CON - uncertainty

hassanmunford — 2025-03-26 17:48:37 UTC

Con-Apprenticeship guidelines vary by state

2025-03-26 17:48:44 UTC

Pro is opportunity with employers. Con is that we would need capacity dedicated to do this closely with them rather than having that work split across a lot of different people/teams

2025-03-26 17:49:03 UTC

pro

2025-03-26 17:50:39 UTC

a way to scale to way more "reach"

PRO - Alumni connection CON - uncharted territory as it relates to social media programming and kinks

hassanmunford — 2025-03-26 17:50:49 UTC

Not convinced there's revenue here

juliahorn8 — 2025-03-26 17:50:54 UTC

con

2025-03-26 17:50:57 UTC

to me this is the least inspiring of the options / furthest from the mission that brought our current staff to work here

Pro: Major opportunity for us to capitalize on things we are already doing and become a leader in the space

2025-03-26 17:51:07 UTC

Pro

marianasaucedo5 — 2025-03-26 17:51:08 UTC

Exploring how we tailor information and resources to different generations (Gen Z), training our team and employers on best practices

Con

johnchilders2 — 2025-03-26 17:51:16 UTC

This approach relies on the assumption that career advancement is merit-based for it to have any effect on increased the career advancement. I’m skeptical that making employees more qualified for advancement will increase advancement as my assumption that the advanced roles are more of a zero sum game. Many folks are qualified for promotion but those advanced roles are not open due to lack of budgeting. And when those do open up, someone will get hired whether it is someone we coached or not does not increase the overall amount of career advancement; the only way to increase the net amount is by creating more advancement opportunities.

pro- alumni leadership

2025-03-26 17:51:35 UTC

2025-03-26 17:51:40 UTC

Could increase appeal to our target demographic

Pro/cons

alexabonilla1 — 2025-03-26 17:51:45 UTC

Con - we don't have the current capacity to build this. It would have to be strategically planned and executed. Unsure that we have learned enough. we may not be ready to do this for another couple of years, when we learn more about our model and strengthen our program offerings

Pro - Puts our brand on the map - the go to for this information, experts in the field which would bring in more partnerships and funding.

2025-03-26 17:51:50 UTC

Pro: consistent pool of resources and more reach

Con: Expertise and finding the "right" resources

2025-03-26 17:51:52 UTC

Pro: social media is a powerful tool that can reach millions - so can expand our reach even more than we imagined

Cons: do we currently have the staffing necessary to execute: expertise in SM and what it takes to get hired into, stay in and advance in allied jobs - I think we'd need to be working outside our org for this

con

marianasaucedo5 — 2025-03-26 17:52:00 UTC

it might be a challenge to keep up with the ever changing landscape of information/resources. Who will be in charge of updating the resources?

Wonder if we can't do both - developing and offering a more effective online academic + employability learning platform AND (paired with) traditional coaching model (which is where we add so much value compared to competitors)

2025-03-26 17:52:01 UTC

2025-03-26 17:52:40 UTC

social media is a leverage to exposure and to reach a large audience, its important to figure out a successful online presence given that our work is majorly remote

2025-03-26 17:52:59 UTC

can bring in more partnerships.

2025-03-26 17:53:52 UTC

Can help with retention.