Meet Four of Chattanooga’s Major Employers

Erlanger Health

Photos by John Bell (Above) and Erlanger Health (Below)

Established in 1891, Erlanger served as the first hospital in the greater Chattanooga region. For the past 135 years, it has expanded into a seven-hospital system, creating the largest network of physicians in the region and establishing a strong academic affiliation that has earned them the distinction as a teaching hospital for 50+ years.

Jim Coleman Jr.

Erlanger now employs more than 7,500 individuals across their campuses. According to CEO Jim Coleman Jr., Erlanger plays a central role in attracting healthcare professionals, students, and emerging talent to the region by maintaining a comprehensive, multi‑state recruiting strategy that “extends far beyond their local footprint.”

“As the region’s only Level I Trauma Center and an academic health system, we serve as a major draw for clinical professionals seeking advanced training opportunities, diverse patient populations, and career growth,” he explains.

With a mission to serve and prioritize Chattanooga’s rural communities, employees throughout the health system help to drive growth and health in their neighborhoods and families. Seeking to comprehensively improve the community, Erlanger also partners with local businesses that represent the very best of Chattanooga for economic impact. 

“Erlanger has bright plans for the future,” Coleman says. “We are planning to undergo some significant changes that will build upon the rock-solid foundation to stay on the front lines of innovation and true health of the mind, body, and spirit. We are continuously finding opportunities to reach our communities and deliver better health across the region.”

As a hospital that prioritizes overall wellness, Erlanger aims to serve its employees with the same compassionate care that they deliver to patients. In doing so, Coleman believes that their mission comes full circle and integrates into their culture as a “a lived, daily practice.”

“Erlanger is fortunate to have some fantastic leaders who ensure that we’re doing our best for our employees – because at the end of the day, our employees are also our patients,” he says. As local businesses prepare to expand and serve the greater Chattanooga area, Coleman recommends they also focus on mission and culture.

“As my favorite saying goes, ‘Culture eats strategy for breakfast,’” he concludes. “The key to a good company is a good culture, and you can’t fake it. To maintain a culture as you grow, you have to make sure that the authenticity of the vision and the ‘why’ behind the culture is passed down to each level of the team. If you prioritize culture and core values, the rest takes care of itself.”

Hamilton County Schools 

Photos Courtesy of Hamilton County Schools

United by their mission to equip each student with the knowledge, skills, and support that they need to thrive in life, Hamilton County Schools (HCS) merged with Chattanooga City Schools in 1997 in response to the county’s evolving educational needs and expanding population. Today, HCS employs more than 6,000 individuals – including educators, administrators, support staff, and operations personnel – and serves more than 44,000 students across 78 schools. With their large team spread out across the district, Dr. Justin Robertson, HCS superintendent, says that each individual plays a part in effectively serving as a unit.

Dr. Justin Robertson

“This requires a thoughtful structure that balances scale with personalization,” he explains. “Organizing into learning communities, which are regional clusters of schools, allows us to operate small communities within the larger district, which then enables our leadership to give more individualized attention to each school, respond to unique community needs, and maintain close, supportive relationships among staff.”

When it comes to talent acquisition, HCS’s part is twofold – providing both a wide range of professional opportunities and career pathways for educators, as well as quality school choices for families looking to move to the area. “When people see that their children will have access to great schools and that they, too, can thrive professionally, it strengthens their decision to call Hamilton County home,” Dr. Robertson says. But retaining and attracting talent is only the first step for investing in the regional workforce – the next is community connections.

Through its Opportunity 2030 strategic plan, HCS’s Future Ready Students department has positioned the district as a state leader in career and technical education by partnering with local employers to offer hands-on learning and career exploration for students from kindergarten through high school. “This vision unites our employees around common goals while still honoring the diversity of our staff, schools, and neighborhoods, building strong talent pipelines for our region,” explains Dr. Robertson. “North River and Harrison Bay Future Ready Centers’ enrollments have increased by 45% since the 2023-2024 school year and are projected to grow another 20% in 2026-2027. We’re excited to build on that momentum with the expected opening of the Franklin-Roberts Future Ready Center in 2028.” 

Additionally, HCS earned the 2025 Tennessee Advancing District accountability designation with graduation rates reaching a historic high of 94.2% for the Class of 2025. As they look to the future, Dr. Robertson says that HCS’s vision is not “simply about expansion,” but “deepening opportunities and strengthening community support systems” to ensure student success across Hamilton County. 

“Hamilton County Schools remains focused on our just cause: ensuring that all children thrive and experience a future without limits,” he finishes. “We’re incredibly fortunate to have some of the most dedicated, talented educators and employees in the profession. Our team members show up every day with a commitment to excellence, a belief in the potential of every student, and a passion for serving their communities.”

BlueCross BlueShield of Tennessee

Photos Courtesy of BlueCross BlueShield of Tennessee

The Tennessee Hospital Service Association was formed in Chatta-nooga in 1945, and four years later, the BlueCross BlueShield of Tennessee (BCBST) program was founded with a mission to help individuals pay for hospital care – and affordable access has driven their purpose ever since. 

First introducing a community enrollment plan in 1950 – making healthcare available to the public – and later introducing major medical coverage and Medicare plans in 1956 and 1965, respectively, BCBST continued to rapidly expand well into the ‘90s. Today, BCBST leads as the state’s largest health insurer with more than 6,000 employees – 1,300 currently living in the Chattanooga metro area – and serves more than 3.3 million members in Tennessee and across the country. 

Marie Webb

To manage their large employee and client base, BCBST’s SVP and chief human resources officer, Marie Webb, says that it’s critical to prioritize clarity, consistency, and trust.

“Clarity starts with making sure everyone understands the company’s strategy and how they contribute,” she explains. “We have strong leadership at every level across our organization, and we regularly communicate about priorities and changes. These channels of communication are critical to not only managing our employee base, but also to maintaining a strong connection between our people and our mission to serve our members.”

As an employer of choice, BCBST aims to “create a work environment that employees want to be a part of.” With programs like BlueSky Tennessee Institute – offering high school graduates a fast track 27-month computing degree with real-world internships and a job offer – and BlueHorizon, which enables participants to earn a health sciences associate degree while completing a paid customer service apprenticeship, BCBST continues to draw and retain top talent within the region’s workforce.

“Chattanooga is our hometown, and as one of its largest employers, we’re invested in creating talent pipeline programs that support the next generation of Chattanoogans entering the workforce,” says Webb. “And these initiatives allow us to support the workforce in our own backyard while meeting our hiring needs as our business grows.”

In the spirit of BCBST’s culture, Webb says their “employees have huge hearts and are very generous with their time” – meaning “TeamBlue volunteers” give thousands of hours to local organizations each year. Additionally, the BlueCross Healthy Place program builds and revitalizes public spaces to help neighbors connect and strengthen community ties. Chattanooga locations include Highland Park and St. Elmo, and teams recently broke ground on a new BlueCross Healthy Place at the Chattanooga Airport, featuring a flight observation area and an aviation themed play space.

Looking forward, Webb concludes that BCBST’s “North Star, so to speak, will remain the same. That’s providing members with access to quality, affordable care. Beyond that, it’s about investing in our people and helping them develop the skills they’ll need to thrive in the workplace as it evolves around us.”

CommonSpirit

Photos Courtesy of CommonSpirit – Memorial

Founded by the Sisters of Charity of Nazareth, Memorial Hospital – now CommonSpirit – Memorial Hospital – has served Chattanooga since 1952 as the city’s only faith-based health system. The acquisition of North Park Hospital in 1998 (now Memorial Hospital – Hixson) and Memorial Hospital – North Georgia in 2017 fueled significant expansion. CommonSpirit Medical Group was founded in the mid-1990s. Today, CommonSpirit Medical Group and The Chattanooga Heart Institute include 400+ providers operating 65+ clinics across a 90-mile radius in Southeast Tennessee,
Northwest Georgia, and Northeast Alabama.

Janelle Reilly

Market President, CommonSpirit, Tennessee and Georgia, Janelle Reilly says that their culture and mission are “deeply rooted in the legacy of the Sisters of Charity of Nazareth,” uniting employees across campuses. “Their footsteps and presence are etched into our facilities and operations,” she explains.
“This historical foundation, combined with strong leadership modeling and a shared commitment to service, intrinsically shapes and reinforces our organizational culture. Our leaders consistently exhibit our core values and ‘walk the walk.’ Our employees will also tell you that their work is a ministry, not simply a job.”

Striving to positively impact the community by actively improving public health, CommonSpirit – Memorial Hospital and CommonSpirit Medical Group offer competitive career paths and attracts a wide range of employees from diverse economic backgrounds. By expanding access to quality care and medical services in this way, the health system’s presence encourages additional economic development in the area. 

“We are committed to providing high-quality, patient-centered care that allows local residents to receive the healthcare they need in their own community,” Reilly says. As they look to the future, CommonSpirit – Memorial Hospital and CommonSpirit Medical Group continue to consider the community’s evolving healthcare needs. “We’re particularly looking at expanding ambulatory services to satisfy convenience and lower health costs for consumers,” she says. “Another key focus is to expand our primary care group to serve more patients across the region effectively. This strategic growth aims to improve access to essential healthcare services, bringing care closer to where our community lives and works, while ensuring we remain responsive to the needs and demands of the populations we serve.”

To ensure their 4,700-strong employee base and medical group feel supported, Reilly says that transparency is their main guide – focusing on providing resources, clear communication, and a safe work environment. For emerging employers who wish to unite their employees and expand community impact, she advises consistent employee care and communication. 

“Consistency in communication, delivered from the top down, is absolutely critical to reinforce your company’s values across the organization,” she finishes. “This process must be intentional. Leaders must consistently articulate and demonstrate what the company stands for. By clearly defining and continuously communicating your core values, you create a strong cultural foundation that can withstand the challenges of rapid growth and ensure your team remains aligned with your mission.”