Gateway Hospital, a 500-bed tertiary-care hospital in a metropolitan area, is facing employee issues due to high turnover and vacancy rates. The hospital's reputation as a bad place to work has led to a shortage of staff and closures of services. The financial picture is bleak, with Medicare cutbacks and changes in private insurance funding impacting the bottom line. Key physicians are leaving the hospital due to inefficiency. Poor teamwork and communication breakdowns are rampant. The hospital's leadership is concerned about the organization's prognosis and has hired a consulting team to address the financial issues and morale issues. The team conducts employee opinion surveys, exit interviews, and focus groups to identify the root causes of the issues. The team and leadership agree that a culture shift in leadership and employee interactions is needed to rebuild trust and address the "people" issues.

Which Organizational Department interventions would you recommend for addressing the challenges faced by this hospital?

How to develop and sustain employee engagement in this case?