Professional Research Consultants (PRC) is expanding its healthcare employee-experience offering with an Employee Wellbeing Package that combines workforce measurement with facilitated workshops and follow-up sessions. Available exclusively through the ASHHRA Preferred Partner Program (AP3), the offering reflects a broader shift in healthcare HR technology toward turning employee survey data into operational action rather than leaving workforce insights in annual reports.
Healthcare organizations have spent years collecting employee engagement and workforce data. The harder problem has been what happens after the survey closes.
Professional Research Consultants (PRC) is targeting that gap with a new Employee Wellbeing Package that combines healthcare-specific workforce measurement with facilitated workshops and follow-up sessions. The offering is available exclusively to hospitals and health systems participating in the ASHHRA Preferred Partner Program (AP3), which is managed in collaboration with Lockton.
The package combines survey setup and execution with a half-day employee wellbeing workshop and four subsequent virtual sessions. Workshops can be delivered onsite or virtually, with no stated attendance cap. PRC says program setup is included rather than charged separately.
The model reflects a larger change in how healthcare employers are approaching employee experience. Instead of treating employee surveys as an annual measurement exercise, HR teams are increasingly looking for ways to connect workforce data with interventions involving engagement, wellbeing, retention and frontline working conditions.
That need is particularly relevant in healthcare, where workforce pressures remain persistent. The American Hospital Association reported that 2023 burnout rates reached 52% among nurses, 53% among advanced practice providers and 62% among pharmacy professionals.
Separately, AHA and Press Ganey reported that employee engagement across healthcare declined slightly in 2024 after an earlier post-pandemic improvement. Their analysis drew on feedback from more than 1.4 million healthcare employees and found the largest declines among physicians and advanced practice providers.
Those figures help explain why healthcare HR technology is moving toward continuous listening and more targeted workforce interventions. A survey can identify where employees are reporting stress, disengagement or organizational problems, but the value to an employer depends partly on whether leaders can translate those findings into changes in management practices, employee support and working conditions.
PRC says it has worked exclusively in healthcare since 1980 and serves more than 2,800 hospitals and health systems. The company says its healthcare-specific benchmarks allow organizations to compare workforce results with peer health systems rather than relying on broader cross-industry benchmarks.
That specialization is important because employee experience in hospitals has characteristics that are difficult to capture through generic corporate engagement surveys. Clinical teams operate around shifts, patient demand and staffing constraints, while physicians, nurses, allied health professionals, administrative employees and support workers can experience the same organization very differently.
The new package therefore sits at the intersection of employee experience software, workforce analytics, employee wellbeing and healthcare HR consulting. Its differentiator is less the survey itself than the combination of measurement and facilitated intervention.
PRC says its workshops are designed to bring findings beyond senior leadership and into conversations with frontline employees. The company also plans four virtual follow-up sessions after the initial workshop, creating a structured feedback loop rather than a single post-survey presentation.
The approach aligns with the direction of ASHHRA’s AP3 program. ASHHRA describes AP3 as a way for healthcare HR leaders to connect with vetted solution partners across workforce, benefits, compliance, recruitment and other HR challenges. The organization says partners are selected based on track record, innovation and healthcare relevance.
AP3 has also emphasized that it is not intended to function simply as a vendor directory or procurement portal. Its stated model is to help healthcare HR leaders explore options and compare approaches while leaving purchasing decisions with individual organizations.
That positioning puts PRC’s offering into an increasingly crowded healthcare workforce technology market. Employee recognition platforms, employee assistance programs, workforce analytics systems, benefits platforms and mental-health services are all competing for parts of the employee wellbeing budget.
The distinction between these categories is becoming less clear. HR leaders increasingly need workforce data that can identify problems, while also needing practical mechanisms to respond. A recognition platform may address appreciation, an EAP may provide individual support, and an engagement survey may identify organizational issues. A combined measurement-and-workshop model attempts to connect the diagnosis and organizational response.
For healthcare organizations, the technology question is therefore only part of the equation. A sophisticated survey does not automatically improve employee wellbeing, and a workshop does not resolve structural problems such as staffing shortages, workload, scheduling or workplace safety.
The more consequential test will be whether organizations can use employee data to identify specific problems, assign accountability, implement changes and measure whether those changes improve workforce outcomes.
PRC’s new package is designed around that measurement-to-action cycle. Its availability through AP3 also gives the company a distribution channel specifically focused on healthcare HR leaders.
As hospitals and health systems continue balancing workforce retention with employee wellbeing, healthcare-specific employee experience technology is likely to increasingly emphasize not just what employees report, but what organizations do with the information.
Market Landscape
Healthcare employee experience is moving from periodic engagement measurement toward broader workforce wellbeing, listening and action platforms. The shift is being driven by persistent burnout, workforce shortages, retention pressure and growing attention to the employee experience as a component of healthcare delivery.
AHA data illustrates the scale of the challenge, with burnout reported by more than half of nurses, advanced practice providers and pharmacy professionals in 2023.
Meanwhile, AP3 is building a healthcare-specific partner ecosystem covering employee recognition, wellbeing, benefits administration, recruitment, compliance and other HR functions. Its current partner network includes dedicated workforce wellbeing and employee engagement providers, illustrating how fragmented the healthcare HR technology market has become.
The competitive opportunity is increasingly around closing the loop between employee data and intervention. Vendors that can demonstrate measurable changes in engagement, retention, wellbeing or workforce stability will have a stronger case than platforms that simply produce survey dashboards.
Top Insights
- PRC’s new package combines healthcare employee surveys with workshops and follow-up sessions designed to turn workforce findings into action.
- Healthcare workforce burnout remains substantial, creating demand for employee wellbeing tools tailored to clinical and frontline environments.
- PRC says its benchmarks are based on data from more than 2,800 hospitals and health systems.
- AP3 is expanding a vetted healthcare HR partner ecosystem spanning wellbeing, engagement, benefits, recruitment and workforce solutions.
- The emerging competitive focus is shifting from employee measurement alone toward measurable intervention, accountability and follow-through.
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