Becker’s Healthcare Podcast: Jeremy Stephens, Chief Human Resources Officer and EVP at Tidelands Health

Date: January 13, 2026
Host: Kelly Gooch (B)
Guest: Jeremy Stephens (C)

Episode Overview

This episode explores workforce transformation in healthcare, focusing on talent development, organizational culture, and HR strategy at Tidelands Health in South Carolina. Jeremy Stephens shares major initiatives from the past year, including dramatic reductions in travel staffing, innovative student programs, and upcoming organizational growth in partnership with MUSC. The conversation offers real-world insight into healthcare workforce challenges, community collaboration, and the excitement of leading through rapid change.

Guest Introduction & Background

[00:32–01:50]

• Jeremy Stephens has a diverse leadership background—automotive, state government, and over 15 years in healthcare.
• Role: Eight years at Tidelands Health as Chief Human Resources Officer and EVP.
• “I think that [healthcare] is really an opportunity for HR to make a real difference.” (C, 01:36)

Key Initiatives & Results

[01:50–05:26]

1. Traveler Reduction Success

• Pre-initiative: Tidelands Health had 80 traveling nurses/staff (out of 2,500 employees), mainly held over from the COVID era.
• By 2025: Reduced traveler count to just 12, through dedicated focus and collaboration across HR and operations.
  • Resulted in significant cost savings and operational stability.
• “Getting that number from 80 to 12, that's a big deal for us…a huge cost savings.” (C, 02:34)

2. Tidelands Health Scholars Program

• Partnership with local school district (Georgetown) and community college (Horry Georgetown Technical College).
• Targets high school juniors—students apply, are interviewed, and undertake senior-year health science classes with dual certification (high school diploma plus college credits).
• Guaranteed job at Tidelands upon completion.
• Two years of free post-secondary education, with support for progression to a four-year degree.
• 15 students in inaugural year, aiming for 50 annually.
• “If you…think about that after five years, that's potentially 250 kids...with great paying jobs working with us. And it's just a win for the community, for the hospital, for our patients, for everybody.” (C, 04:54)

Looking Ahead: 2026 Priorities & Headwinds

[05:26–08:05]

Pipeline Development

• Rapid regional growth (Myrtle Beach area) requires strong workforce pipelines.
• A dedicated department handles student relationships from kindergarten through post-grad.
• About 30% of hires are now sourced from the student program.
• “It's almost a third of all of our positions are filled right there through that program.” (C, 06:44)
• Tidelands recognized three years running as a Becker’s “employer of choice”—Stephens attributes the accolade to this focus on long-term talent management.

Challenges for 2026

• Major transition: enhanced collaboration with MUSC (Medical University of South Carolina).
  • Greater service scope, expanded networks, and improved patient care anticipated.
  • Focus remains on employee engagement and support during the transition.
• “It's going to be a big year for us to transition and think about that impact, what it means, how we pull it all together, where we focus and really staying focused on our employees...” (C, 08:38)

Organizational Growth Opportunities

[09:34–11:05]

• Plans include several new freestanding emergency departments and a new hospital in the coming years—potentially doubling staff size.
• Challenge lies in recruiting, developing, and retaining enough talent amid the region’s explosive population growth.
• “We're going to be really identified with this partnership with MUSC as the premier place for healthcare in our area, and I'm excited to make sure we're bringing in the providers and the rest of the staff...” (C, 10:21)

Notable Quotes

• “Healthcare is really an opportunity for HR to make a real difference.” (C, 01:36)
• “Getting that number from 80 to 12, that's a big deal for us…a huge cost savings.” (C, 02:34)
• “That's potentially 250 kids...with great paying jobs working with us. And it's just a win for the community, for the hospital, for our patients, for everybody.” (C, 04:54)
• “It's almost a third of all of our positions are filled right there through that program.” (C, 06:44)
• “It's going to be a big year for us to transition and think about that impact, what it means, how we pull it all together, where we focus and really staying focused on our employees...” (C, 08:38)

Timestamps for Key Segments

• 00:32–01:09: Jeremy introduces himself and discusses background
• 02:06–05:26: Details on traveler reduction and the Scholars Program
• 05:58–07:42: Student program impact and pipeline strategy
• 08:05–09:34: Transitioning with MUSC, maintaining employee support
• 09:55–11:05: Organizational growth and future HR challenges

Tone & Takeaways

Jeremy Stephens speaks with enthusiasm about Tidelands’ proactive and community-driven approach to healthcare workforce development. His collaborative, practical tone underscores the organization’s focus on real results: reducing costs, expanding career pipelines, and anchoring Tidelands Health as both a community asset and an employer of choice. Listeners seeking inspiration in workforce strategy, especially amid healthcare’s recruitment and retention challenges, will find practical examples and grounded optimism throughout this conversation.