Graham Healthcare's Winning Formula: A Top Workplace Amidst Challenges

TROY, Mich. – April 13, 2026 – Graham Healthcare Group has secured the prestigious 2026 USA TODAY Top Workplaces Award, marking the third consecutive year the company has earned this national honor. This distinction, based directly on employee feedback, places the healthcare provider in an elite group of organizations celebrated for their people-first cultures, a particularly noteworthy achievement in the demanding home health and hospice sector.

The award is more than a plaque on the wall; it signals a deep-seated commitment to employee well-being and engagement in an industry often plagued by high turnover and burnout. For a company whose 3,000 professionals serve 20,000 patients daily, a stable and motivated workforce is not just a business advantage—it's a cornerstone of quality patient care.

The Anatomy of a Top Workplace

The USA TODAY Top Workplaces award is managed by Energage, an HR technology and research firm that has built its reputation on an employee-centric evaluation process. Unlike awards based on external nominations or judging panels, this recognition is determined solely by the confidential feedback of a company's own employees. This year, more than 42,000 organizations were invited to participate in the rigorous survey process.

Energage's methodology is built on 18 years of culture research, incorporating data from over 27 million employee surveys. The survey itself poses 24 questions covering critical aspects of workplace culture, including employee alignment with company values, the effectiveness of communication, leadership trustworthiness, and opportunities for professional growth. For an organization's results to be considered valid, a minimum response rate of 35% is required, ensuring the feedback is representative of the workforce.

"Earning a USA TODAY Top Workplaces award is a testament to an organization's credibility and commitment to a people-first culture," said Eric Rubino, CEO of Energage. "This award, driven by actual employee feedback, is more than just a recognition, it's proof that employees believe in the organization and its leadership." This data-driven approach provides a clear and authentic benchmark, distinguishing genuine employee satisfaction from corporate marketing.

A Culture Shaped by Listening

For Graham Healthcare Group, the consistent recognition is validation of a long-term strategy centered on its employees. The company, a subsidiary of Graham Holdings Company, operates several brands including Residential Home Health, Residential Hospice, and Allegheny Health Network (AHN) Healthcare@Home. The award reflects a culture that has been intentionally cultivated across these diverse operations.

"Today's employees are looking for more than a job, they're looking for a place where they feel connected, supported, and proud of the work they do," stated LeeAnn Lang, Senior Vice President of Administration and Human Resources at Graham Healthcare Group. "Earning the USA TODAY Top Workplaces Award affirms our commitment to foster a people-first culture shaped by the voices of our team and the workplace experience they built together."

This commitment is not a recent development. Beyond the three consecutive national awards, GHG's divisions have consistently earned regional "Top Workplaces" honors. For instance, its Residential Home Health and Hospice division has been recognized by the St. Louis Post-Dispatch for five years and the Chicago Tribune for six. This pattern of sustained, localized recognition suggests that the company's people-first philosophy is deeply embedded at all levels, not just a top-down corporate initiative. It demonstrates a successful implementation of a culture where employee feedback is actively sought and used to drive continuous improvement.

A Model for Retention in a High-Stakes Industry

Graham Healthcare Group's success in creating an award-winning workplace is particularly significant when viewed against the backdrop of the broader healthcare industry. The home health and hospice sectors are facing a critical juncture, marked by persistent staffing shortages, high rates of employee burnout, and intense competition for qualified clinicians and caregivers.

In this environment, employee retention is a strategic imperative. The cost of turnover—including recruitment, onboarding, and the loss of institutional knowledge—is substantial. More importantly, in healthcare, workforce instability can directly impact the quality and continuity of patient care. A company that can attract and retain top talent gains a powerful advantage, ensuring that patients are cared for by experienced, dedicated professionals.

GHG's repeated recognition as a top employer suggests it has developed an effective model for navigating these industry-wide challenges. By creating a supportive environment where employees feel valued, heard, and aligned with the company's mission, the organization builds a foundation of loyalty and engagement. This approach transforms the workplace from a transactional setting into a community where professionals can build meaningful careers, a critical factor for retention in a purpose-driven field like healthcare.

From Employee Well-being to Quality Patient Care

The ultimate beneficiary of a positive workplace culture in healthcare is the patient. For the 20,000 individuals and families served daily by Graham Healthcare Group, the company's internal health has a direct and tangible impact. An engaged nurse, therapist, or aide is more likely to be attentive, compassionate, and committed to providing the highest standard of care.

In home health and hospice, caregivers often work autonomously, entering patients' homes during times of vulnerability and stress. Trust is paramount. An organization that trusts and supports its employees fosters a workforce that can, in turn, build that same level of trust with patients. The stability provided by low turnover means patients are more likely to see familiar faces, allowing for stronger therapeutic relationships and better continuity of care.

While Graham Healthcare Group operates as a distinct entity, it is part of the Graham Holdings Company portfolio. The parent company champions a decentralized operational model, empowering each subsidiary to cultivate its own identity while adhering to shared values of excellence and integrity. This framework appears to have provided GHG with the autonomy to build a culture tailored to the unique demands of healthcare, while benefiting from a broader corporate philosophy that values its people as its greatest asset. By demonstrating a direct link between employee satisfaction and operational excellence, Graham Healthcare Group provides a compelling case study for the entire industry.