Insights from Employee Exit Interviews Reveal a ‘Toxic’ Workplace Culture at Fargo Cass Public Health

In a shocking revelation, exit interviews from former employees at Fargo Cass Public Health have painted a disturbing picture of the work environment at this crucial public health agency. After digging through dozens of interviews obtained through a Freedom of Information Act request, it is clear that many former employees describe the workplace as toxic, stressful, and unfavorable for healthy productivity.

This article delves into the findings from these interviews, the implications they bear on the structure of public health agencies, and offers insights into the urgent need for a cultural overhaul within the organization.

The Numbers Game: Employee Turnover at FCPH

The figures regarding employee turnover at Fargo Cass Public Health tell a story that cannot be ignored. In 2024 alone, 52 employees left the organization, a significant rise from the previous years, with 37 and 48 departures recorded in 2023 and 2022, respectively. The alarming increase of 40% within a single year is raising red flags among city officials and community stakeholders alike.

The specific focus on the Harm Reduction programs, critical to tackling issues related to substance abuse, further underscores the precarious situation. Notably, 26 employees from this division alone left in 2024, an increase from 21 in 2023 and 18 in 2022. This division, which operates with just 44 positions, has consequently seen more than half of its workforce vacated in the past year. The implications of such high turnover in a public health setting could be detrimental to community health services.

Understanding the Trend

To understand why these numbers are escalating, it’s essential to consider statements from current city officials. Beth Wiegman, Assistant Director of Human Resources, argues that turnover trends are not unique to Fargo Cass Public Health. She suggests that many organizations are facing similar challenges due to changing workforce dynamics and competition with larger private healthcare facilities seeking to attract the best talent.

However, the voices from exit interviews tell a different narrative. Employees have cited not only relocation and family circumstances as reasons for their departure but have also described the workplace culture as unacceptable. Comments about the ‘dishonesty and manipulation’, lack of teamwork, and even intimating that some managers lead by intimidation serve as alarming indicators of a deeper issue within the organization. These insights merit a thorough investigation.

The Impact of Leadership on Workplace Culture

Leadership plays a pivotal role in shaping workplace culture, and the testimonials from exiting employees at FCPH highlight the toxic influence some leaders may have. One medical technologist specifically mentioned difficulties in communicating with management, attributing this to what they termed ‘nasty personal comments’ from leadership. Such remarks not only silence the employees but also create an atmosphere of distrust and fear.

Another employee, a registered nurse, emphasized ongoing tensions between departments, noting a distinct absence of teamwork. They stated, ‘Someone needs to look at the environment, otherwise they will continue to have turnover because no one wants to work in that type of work climate.’ The absence of collaboration and mutual respect appears to be a substantial driving factor for the record-high turnover rates.

Ironically, as the new director of FCPH, Jennifer Faul, expressed a desire to foster a healthy organizational culture, the comments from employees reveal a gap between intention and reality. Reports of intimidation and confrontational leadership styles may present significant hurdles to achieving this vision.

Year	Employees Left	Comments by Employees
2022	48	Some cited family issues and job stress.
2023	37	Management conflict noted.
2024	52	Workplace culture severely criticized.

Exit Interviews: A Window into Employee Discontent

Exit interviews provide crucial insights into the employee experience, particularly in circumstances where turnover rates escalate alarmingly. The feedback collected over the past three years illustrates a trend of discontent among staff members at Fargo Cass Public Health.

One poignant account from a Community Health Educator indicates that their experience was severely impacted by a manager who led by intimidation. This account typifies the struggles faced by many employees, revealing that workplace dynamics can profoundly affect mental health and job satisfaction.

Such experiences are not isolated; they reflect the sentiments of numerous employees who felt forced to leave due to toxic leadership practices. Even employees who had been with the department for years expressed their dissatisfaction, indicating a lack of progress toward improving workplace conditions.

Facing the Reality: Communication Barriers and Management Styles

Questions about workplace communication frequently surface during exit interviews. Many employees at FCPH expressed frustrations regarding their inability to engage openly with supervisors. A former employee detailed how their supervisor’s management style created challenging dynamics: ‘My job was made challenging and difficult to come to every day.’ This narrative reveals that leadership quality can greatly influence the professional atmosphere.

The insistence on remaining silent in the face of adversity speaks volumes about the organizational culture. Employees should ideally feel empowered to voice their concerns without fear of repercussions. Yet, the ongoing reports of personal attacks and gossip highlight the unhealthy nature of interactions at FCPH.

The challenges posed by siloed divisions are also noteworthy, as communication between departments remained an ongoing issue prior to the new leadership approaches initiated by Jennifer Faul. As significant as the intention may be, the path toward improvement requires confronting existing barriers head-on.

Seeking Solutions: Potential Approaches for Improvement

Addressing the deeply ingrained issues at Fargo Cass Public Health will require concerted efforts and strategic initiatives. Jennifer Faul has ascertained that improving communication across the six divisions is paramount. She stated that fostering an interconnected environment where departments collaborate more effectively could be transformative.

Moreover, leadership training focused on healthy communication and conflict resolution could help reshape the culture. Encouraging team-building activities and interventions may also enhance employee engagement and morale. It is imperative that management takes actionable steps to ensure that employees feel valued, respected, and heard.

Implementation of anonymous feedback mechanisms can also play a vital role, allowing staff members to express their concerns without fear of backlash. Change will undoubtedly take time, but these approaches can guide the way toward creating a more welcoming workplace.

Encouraging a Shift in Mindset

The changes necessitated at FCPH cannot happen overnight, nor can they be executed without the commitment to a healthier mindset among staff and management alike. This entails cultivating a culture where feedback is valued, and innovation is encouraged.

Engaging in reflective practices and facilitating open dialogue can empower both management and employees to become agents of change. When entire teams are involved in the change process, the likelihood of buy-in increases, propelling efforts toward achieving a robust organizational transformation.

As employees begin to see the fruits of these initiatives, a sensed collective ownership might flourish, leading to improved working conditions and reduced turnover rates in the long run.

Conclusion: The Vital Importance of Cultural Transformation

The revelations from exit interviews at Fargo Cass Public Health underscore the pressing need for organizational change to halt the epidemic of employee turnover. For a public health agency, where stability is essential for effectively serving the community, prioritizing a positive workplace culture is not just beneficial—it is vital.

Transforming the culture will require the commitment to address issues revealed in exit interviews, implementing strategic initiatives, and fostering a workplace that centers on respect, teamwork, and communication.

Only through proactive measures can FCPH hope to retain talented healthcare professionals dedicated to serving their community and achieve an environment where employees thrive rather than survive.

Source: www.inforum.com