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Joy at JHM typeface with a smaller line stating, Promoting Well-Being across Johns Hopkins Medicine

Advancing Our Commitment to Joy at Johns Hopkins Medicine

The satisfaction of doing meaningful work; the support of being part of a team; and the enjoyment of personal well-being and work-life balance. All these factors are essential to faculty and staff engagement and excellent patient care.

Our Joy at JHM initiative grew out of the Joy in Medicine Task Force, convened in 2016 to identify barriers to professional satisfaction and develop strategies to restore joy at work. Following recommendations from the task force, we established the Office of Well-Being to create and advance a coordinated, systematic strategy to change our culture and build employee resilience, employee and patient safety, quality of care, and operational efficiency.

The Office of Well-Being – in partnership with faculty and staff members – will lead our work to help ensure that all of our faculty and staff members experience a supportive work culture that nurtures and advances their professional growth and well-being, including mental and emotional health, physical health and work-life balance.

This work is a journey, and we are fully committed to doing everything possible to embed joy as a core value of Johns Hopkins Medicine. 

Paul B. Rothman, M.D.

Dean of the Medical Faculty
​CEO, Johns Hopkins Medicine

Kevin W. Sowers, M.S.N., R.N., F.A.A.N.

President, Johns Hopkins Health System
​EVP, Johns Hopkins Medicine


Joy in Medicine Report (JHED required)


A Culture of Well-Being

Health care is a demanding profession. The hours are long and the stakes are high.

We envision that all who work within Johns Hopkins Medicine feel that they are vital, valued members of their teams and are provided with adequate resources to do their jobs well. Our employees experience a mutually-supportive work culture that advances their professional growth and well-being. 

The professional and personal growth and health and well-being of our workforce are essential elements of Johns Hopkins Medicine’s core values. System-wide challenges are met with dynamic, innovative, interdisciplinary problem-solving that embraces real change. The work model is characterized by strategic investment in people and is purposefully designed to support a rewarding professional life.


Joy at JHM Framework for Well-Being

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Work Environment

Systems, processes, and practices that promote employee health, and support effectiveness and efficiency, positive interpersonal interactions, and work-life integration. 

Health & Resilience

​Resources and ability of individual employees to maintain physical, emotional, mental and financial well-being for everyday or life

​Behaviors and internal resources of employees to respond to changes in work demands, and sustain required operations in the presence of continuous stress or after personal or professional hardship.


Social norms that are expressed in shared health beliefs and behaviors that reflect trust, respect, teamwork, and opportunities for professional and personal growth.

Adapted from the Stanford WellMD Model with permission; the Stanford WellMD model remains property of Stanford University. This modified version of the model is not sponsored by Stanford but is considered a derivative of the Stanford Model. Accordingly, requests to use or further modify the derivative work require permission of Stanford University.

office of well being logo

The Office of Well-Being

One of the main recommendations of the Joy in Medicine Task Force was to create an Office of Well-Being. The office was established in 2018 and aims to create a more productive, joyful and healthful workplace.

Here’s how we’re doing it:

  • Advancing health and wellness across the institution
  • Increasing fulfillment at work
  • Promoting work-life balance
  • Removing workplace inefficiencies

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