‘‘ The quality of healthcare delivery depends on the quality of the workforce delivering it.
E t s ‘ N o t e
Natalie May
Natalie May
Catalysts for Health Progress
Thefoundationofallsuccessfulhealthcareorganiza-
tionsdependsontheirhumanpersonnelintoday's rapidlychangingmedicalfield.Ahealthcare organization'sabilitytorecruitexceptionaltalentfunctions asanessentialgrowthmechanismandvitalinstrumentfor life-transformingchange.Healthcareprofessionalsmove beyondorganizationalsuccesstoenhancecarequality throughtheireverydaydecisionswhichaffectnumerous patients.AChiefHumanResourcesOfficer(CHRO)leads vitalhealthcareoperationsbydesigningorganizational humanresourcesstrategiesanddevelopingbothHR policiesandprograms.ThroughtheirworktheCHRO createsacorporatedevelopmentframeworkwhichunites workforceorganizationwithculturalengagementand skillfulleadershiptoadvancehealthcareintoitsfuturestate.
TheCHROpossessesextensivepowerbyplacingsuitable workforcememberswhowillfulfillcurrentrequirementsas wellasfuturechallenges.Throughtheirleadershipthey createorganizationswhichthrivethroughinclusivityand employeewellnessbybecomingfoundersofbothorganizationalresilienceandadvancement.At Insights Care,we believeincelebratingtheluminarieswhoredefine leadershipinthisnobleindustry.Ourlatestedition, Top 5 Visionary CHROs Defining Healthcare’s Next Era
showcasesfiveinnovativetrailblazerswhodedicate themselvestocreatinghealthcare'sfuturedirection.
Theexceptionalqualitiesofstrategicplanningalongwith human-centeredthinkingmaketheseleadersstandoutas remarkableCHROs.Theirstoriesshowreadershowthey handleorganizationalworkforcecomplexitiesandusedata effectivelytobuildtalent-centeredenvironmentswhich resultinbetterpatientresultsandorganizationalsuccess.As youturnthepage,youwillwitnessaninspiringexploration intovisionarythinking.Theirstoriesmotivateeveryoneto reconstructpossibilitiesbymergingleadershipwith humanity
Here’s to the changemakers driving healthcare forward—one person, one policy, one purpose at a time.
CO NTE NT S
Cover Story
TOP 5 VISIONARY CHROs DEFINING HEALTHCARE’S NEXT ERA
Chris ne McColgan CHRO
Organiza on
DotHouse Health dorchesterhouse.org
Ekta Vyas CHRO Keck Medicine of USC keckmedicine.org
Gail Lebel VP & CHRO
Ms Chin Wei Jia Group Ceo
Shru Singh
Execu ve Director
Horizon Health Network horizonnb.ca
HMI Medical hmimedical.com
Interna onal Founda on for Integra ve Medical Research fimr.net
Chris ne is a visionary strategist dedicated to building talentcentered environments, improving pa ent outcomes through human resources leadership and data-driven decisions.
Ekta is a passionate leader drives healthcare success by empowering a dedicated workforce, enhancing care quality, and shaping an adaptable, pa ent-focused system through strategic human resources innova on.
Gail is a seasoned professional shaping workforce strategies, fostering inclusivity, and enhancing employee wellness to advance organiza onal resilience in healthcare.
Ms Chin is a dynamic leader driving healthcare innova on, focusing on quality services and sustainable growth across Southeast Asia with over two decades of experience.
Shru bridges science and humanity, driving integra ve healthcare with a passion for research, collabora on, and personalized, preven ve solu ons that empower pa ents holis cally
Brief Featuring Person
EktaVyas ChiefHumanResourcesOfficer
KeckMedicineofUSC
Leading the Charge in HR to Support Healthcare’s Digital Revolution
AI is transforming how work is performed. It’s not just about implementing new tools, it’s about understanding how those tools will improve the way we work and ensure we’re all moving forward together.
Top 5 Visionary CHROs Defining Healthcare’s Next
Healthcaredeliveryreliesonbothitspersonneland
professionalservicesofequalimportance. Successfulmedicalprogressalongsidepatient healingrequirespassionateworkforcededicationwhich surpassesbothtechnologicalcapabilitiesandmedical expertise.Ahealthcaresystemdependsonitsworkforce becauseemployeesdeterminethequality-of-caredelivery andaffectpatientresults,alongsidemakingimportant transformations.
AsChiefHumanResourcesOfficer(CHRO)ofKeck MedicineofUSC,EktaVyasdirectsworkforceinitiatives fortheorganization.Hervisionservestotransformhuman resourcesstrategyandoperationsattheinstitutionby providingstaffwithnecessarytoolstomeethealthcare’s evolvingdemandswhileachievingmaximalengagement andempowerment.Definingandoverseeingworkforce managementstrategiesiscoretoherpositionasCHRO. Effectivenessofworkforcestrategiesisbestmeasuredby theimpactontheultimatecustomer,thepatientsandtheir families,andhowpeoplestrategiescreateanenvironment ofqualitycareforpatientsandthedevelopmentofskillsets neededtohandlefuturehealthcareneeds.
Ekta’sjourneyinhealthcareisstronglyrootedinher strategicleadershipapproachthatemphasizesstrengthening boththecapacityandcapabilityofthehumanresources functionatorganizationsshehasworkedatand thoughtfullypositioningthemtonavigateandmanagethe complexitiesofthehealthcareindustry.Hercommitment goestowardcreatinganadaptableworkforcethatwill withstandhealthcareindustrychangesandmaintainhighquality,compassionatemedicalservicedelivery.
Let’s explore how this visionary leader is shaping the future of healthcare, transforming HR practices, and preparing the workforce for the challenges and opportunities ahead!
ShapingtheFutureofHealthcareDeliveryThrough StrategicHR
EktarecognizestheHumanResourcesfunctionplaysavital roleintransformingemployeeexperienceinhealthcare institutions,whichinturndirectlyimpactspatient experience.Shealsoemphasizesthatrecentyearshaveseen ariseinvirtualhealthcarealongsideambulatoryservices andhomehealthsettings—agrowingrealityofhow healthcarewillbedeliveredinthefuture.Suchashifthas madeitvitaltodevelopinnovativestaffmanagement approachesandretentionstrategiesastheapproachto hiring,motivatingandengagingtheworkforcehas
significantlychanged.Theincreasinggenerationaldiversity, alongwithintensifiedfinancialstress,alsocreates sophisticatedchallengesforworkforcemanagement.
WhenaskedaboutherapproachtocreatingsuccessfulHR strategies,EktaemphasizedthebalancingacthealthcareHR strategiesdemandtoday.Inherperspective,thehealthcare industryfacesescalatingregulations,increasingworkforce managementcomplexitiesyearafteryear.Theindustryhas forthepastfewyearsseenshiftingemployeeexpectations onmanyfronts—flexibleschedules,remotework,creative optionsforemployeeupskillingandinnovativecareer paths,tonamebutafew.CreatingsuccessfulHRstrategies inthisnewhealthcareenvironmentisabalancingactsince investmentsinbuildingandevolvingHRinfrastructure havetobeweighedcarefullyfortheirsustainedrelevance intheemergingfuture.Assuch,peoplestrategiesshouldbe craftedsuchthattheycreatespaceforhealthcare institutionstodevelopbetterworkforcesupportsystemsto deliveroptimalpatientcareintheevolvingandnewly emerginghealthcarelandscape.KeckMedicine’sHR divisionisrespondingtosuchchallengesbycreatinganHR organizationaldesignthatiswellpositionedtoembracethe changingindustryrealitiesbyinvestinginHRstaffand leadercompetenciesforexpertpartnershipsatalllevelsof theenterpriseforenhancedperformance.
TheHRtransformationatKeckMedicineinvolvesathreeprongedapproach:strengtheningtheCentersofExcellence todesignimpactfulstrategies,launchinganHRBusiness Centretostandardizeandcentralizetransactionaltasks acrossthesystem,andenhancingHRBusinessPartners’ collaborationwithvarioushospitalsandambulatory locations.Throughthis,theorganizationisensuringHRis notjustreactivebutalsoproactiveinitsapproachto organizationalgrowthandadaptability
Ektaseesstrongorganizationalstructureasessentialto enablingtheHRteamtoreachitsmaximumpotential.She emphasizedthatsignificantthoughtwasgiventoredesign theHRmodeltostrengthenitsreadinessforupcoming challengesandfuturebusinessdevelopment.
HarnessingTechnologyforBetterWorkforce Management
TechnologyisbecomingincreasinglyimportantforHR operations,andEktabelievesitrepresentsthekeyto maintainingcompetitiveadvantage.Successfultechnology implementationandintegrationrequiresmorethanadopting newdevices.Itinvolvesimplementingtechnologieswitha
By creating specialized recruitment pods, we’ve improved our hiring processes and reduced hiring timelines. This has allowed us to better support the growth of our ambulatory care services.
We’ve found a good balance between in-person and remote work. Going forward, we’ll continue to refine how we handle this, using technology to make sure we’re staying connected and collaborating effectively, regardless of location.
completeunderstandingofthestakeholderexpectationsand processefficiencyneededateverytouchpoint.Thecritical questionforEktagoesbeyondwhichnewtechnologies existandinsteadfocusesonfindingwaysorganizations shouldinvestintechnologythattransformsworkforce managementpracticesforgreateruserefficiencyinprocess delivery
IndiscussingtheroleoftechnologyindrivingHR transformationatKeckMedicine,Ektaexpressedher excitementabouttherecentlaunchofHRBusinessCenter, thesystemwidehubforprocessingtransactionsand deliveryofHRoperationsthroughacombinationofHCM andotherrelevantprocessautomationtools.Shesharedthe majorsystemintegrationsandinterfacesimplemented duringtherecentworkforceintegrationinitiativesforUSC Arcadia,KeckMedicine’snewestentity,whileemphasizing thatthedigitalinstrumentsdeployedatKeckMedicineand theroadmapemergingforthenearfuturewillcontinueto strengthentheHRservicedeliverymodelandstrategic relevancetodriveorganizationaleffectiveness.
InarecentpaneldiscussionfacilitatedbyBecker’s Healthcare,Ektasharedtheorganization’scompetitiveedge withtheimplementationofAI-enabledtechnologythat offersaself-schedulingfunction.KeckMedicalCenterhas alreadyseensuccesswithanAI-poweredschedulingtool, whichnotonlyoptimizesstaffingbutalsoreducesburnout byautomatingschedulingtasks.Additionally,sheshared thatrecentupgradestotheircoreschedulingsystemhelped themdrivehighercompliancewithstateandfederal regulationsassociatedwithwageandhourregulations. DigitalonboardingsolutionsareanotherwinforKeck Medicine,andtheHRteamhasnowformedaninternal technologycommitteetoeducatethemselvesonexisting andemergingtechnologythatofferspromisingsolutionsfor HR’sevolvinglandscape.SinceHRtransformationisso muchabouttransformingtheemployeeexperience,the KeckMedicineHRteamisworkingondeployinganew HREmployeeExperienceplatformtosupportinternal communicationsacrossthesystem.Theinitiativeaimsto improveworkforceengagement,provideacentralizedhub forHRcommunications,andprovideadvanceddata analytics.
WhatexcitesEktaevenmoreisthepotentialofpredictive analytics,astheHRtransformationisnowembarkingon thejourneyofevolvingtheanalyticsfunctionbeyond standardHRmetricswiththenewlyestablishedCOEfor analyticsandprojectmanagement.Asafirmbelieverin evidence-basedmanagementpractices,Ektabelievesthat
Our focus on clinical excellence and advanced practice standards has made us a leader in specialized care. “
advancedanalyticsthroughuseofsophisticatedtoolshelp organizationsforecaststaffingneeds,correlateemployee engagementwithorganizationalinfluencersandpredictors, andensurethatorganizationalresourcesaredeployedwhere they’reneededmost.Withdatatransparencyandalignment acrosssystems,HRcanmakemoreinformeddecisionson everythingfromstaffingmodelstoemployeeengagement strategies.Thisdata-drivenapproachiswhatEktabelieves willhelpshapethefutureofhealthcareworkforce management.
AI,whilestillinitsearlystagesatKeckMedicine,is alreadyshowingpromiseinareassuchasstaffingand scheduling,asmentionedearlier.EktabelievesthatAI’s rolewillexpandovertime.Whilethehealthcareindustryis cautiouswithAIadoption,sheseessignificantopportunities inareaslikeprocessautomation,knowledgemanagement, andworkplacesafety.EktaemphasizesthatadoptingAI mustbethoughtful,withthoroughassessmentand consideration.
AIandAutomation
AIandautomationaretransforminghowworkis performed,especiallyinhealthcaresettings.Ontheclinical side,KeckMedicinehasalreadybegunleveragingAIfor taskslikescribe-likeinterventionsintheElectronicMedical Records(EMR)system.Earlyresultsholdpromisein reducingphysicianburnoutandenhancingtheoverall patientexperience.
Ektarecognizestheexcitementandconcernssurrounding AI,especiallyregardingjobsecurity.However,she emphasizesthatadoptingAIdoesn’tmeanreplacing jobs—it’saboutenhancingcapabilitiesandenablingthe workforcetoperformmoreeffectively Assheexplains,“AI istransforminghowworkisperformed.It’snotjustabout implementingnewtools,it’saboutunderstandinghowthose toolswillimprovethewayweworkandensurewe’reall movingforwardtogether.”Inaninterestingdiscussion aboutAI’spotentialtoreplaceHR,Ektaemphasizedthat HRisafieldofexpertise,especiallyinaheavilyregulated industrysuchasHealthcare,thatcanneverhavea replacementofanysort.Instead,oncethecautionsare addressed,AIbringsthepossibilityofincreasingHR’s potentialtobemorestrategicbyenablingbetterefficiencies inexistingprocessesandcustomerinteractions.
InKeckMedicine’sapproachtoAI,transparencyiskey. Theorganizationhasmadesuretoinvolveitsworkforcein theprocess,addressingconcerns,providingeducation,and encouragingopendialogue.Forexample,whentheselfschedulingsystemwasintroduced,leadershipheld discussionswithnursesthroughtheProfessionalPractices Committeetoensuretheywerecomfortablewiththenew tool.Thishelpedalleviateconcernsandensuredthatthe transitionwasassmoothaspossible.
AddressingWorkforceShortagesandImproving Retention
Manyhealthcareorganizationsnationwidefacepersistent workforcedeficitsandKeckMedicineHRhassimilar challengesacrossdifferenttalentmanagementtouchpoints. Ektaemphasizesthevalueofcreatingstrongpartnerships withorganizationalleadershipandherteamaddressessuch challengesbydevelopingproactivesolutionsasstrategic thoughtpartners.Duringthepasttwoyears,KeckMedicine HRhasundergoneacompleteoverhaulofitsHRprograms andservicedeliverymodelforacquiringandholdingonto talent.Theobjectivegoesbeyondattractingtopcandidates sinceitaimstonurtureconditionsthatareeffectivein keepingexceptionaltalentwiththeorganizationlongterm.
“We’vereimaginedourapproachtotalentacquisitionand retention,”shesays.“Ourgoalistostreamlinethehiring processsowecanbringontoptalentquickly,butwealso wanttoensurethatoncethey’rehere,theyfeelsupported andvalued.”
Employee engagement, well-being, and inclusion are crucial to keeping the talent we attract. We’re seeing that our focus on these areas is working. “
KeckMedicinewillbesoonlaunchinganewemployment websitethatshowcasestheorganization’sofferings, includingtotalrewards,employeedevelopment opportunities,andorganizationalculture.The improvementsimplementedinthetalentacquisition programarealreadymakinganoticeabledifferencein attractingtop-tiercandidates.Additionally,theorganization hasstrengtheneditsemployeefeedbackmechanisms, introducingsurveysatdifferentstagesoftheemployee lifecycle,includingnewhiresurveysat30,90,and180 days.Theseinsights,whencombinedwithexitinterviews, providevaluabledatathatinformsretentionstrategies.
RetentionratesatKeckMedicinearealreadywellabove industrybenchmarks,atestamenttothesuccessofthese initiatives.AsEktanotes,“Employeeengagement,wellbeing,andinclusionarecrucialtokeepingthetalentwe attract.We’reseeingthatourfocusontheseareasis working.”
ThelaunchofKeckMedicine’s“LeadingatKeck” frameworkisanotherkeyinitiative.It’sdesignedto strengthenleadershipatalllevelsoftheorganization, providingcoachinganddevelopmentalprogramstoensure leadersareequippedtosupporttheirteamsintherapidly evolvinghealthcareenvironment.Thisinitiativeisjustone ofthemanystepsthesystemistakingtofosterapositive andsupportiveenvironmentforallemployees.
TheFutureofHybridWorkinHealthcare
Astheworldadjuststothenewnormal,thefutureof work—particularlyinhealthcare—isevolving.The pandemicacceleratedtheadoptionofremoteworkacross industries,andhealthcareorganizationslikeKeckMedicine arefindingtherightbalancebetweenin-personandremote work.Forsomeroles,particularlythoseinpatientcare, physicalpresenceisanecessity.However,formanynonclinicalpositions,hybridworkisbecomingincreasingly feasible.
“We’vefoundagoodbalancebetweenin-personand remotework,”Ektaexplains.“Goingforward,we’ll continuetorefinehowwehandlethis,usingtechnologyto makesurewe’restayingconnectedandcollaborating effectively,regardlessoflocation.”
Whilehybridworkmaynotbeanoptionforallroles,the healthcareindustryislearninghowtoadapt.The developmentofnewtechnologiesandcaredeliverymodels willlikelyleadtonewhybridworkopportunities,allowing employeestoengageinmeaningfulworkwhilestill enjoyingflexibility.
LeadingtheChargeinPersonalizedandPrecision Medicine
Aspersonalizedandprecisionmedicinetakescenterstage inhealthcare,KeckMedicineisensuringitsworkforceis preparedtomeetthedemandforspecializedcare.Ekta pointsoutthattheorganization’sstatusasanacademic medicalinstitutionallowsittoleadinareaslikeclinical researchandbreakthroughtreatments.
“Ourfocusonclinicalexcellenceandadvancedpractice standardshasmadeusaleaderinspecializedcare,”Ekta says.“We’realsocommittedtoattractingandretainingthe besttalenttohelpuscontinueourmissionofproviding cutting-edgecare.”
TherecruitmentstrategyofKeckMedicinetargetscritical carespecialtiestoachievereadinessinprecisionmedicine delivery Theorganizationfunctionsasatrainingfacilityfor futurespecialistswhichpositionsittomaintainits leadershiproleinthisevolvingfield.
AligningHRStrategieswithValue-BasedCare
Theshifttowardvalue-basedcareisreshapingthe healthcarelandscape,andHRisplayingapivotalrolein
thistransition.AtKeckMedicine,HRstrategieshave evolvedtoalignwiththegrowingdemandforpatientcenteredcareandinterdisciplinarycollaboration.
“Ourstaffingmodelshaveshiftedtobecomemorepatientcentric,”sheexplains.“Bycreatingspecializedrecruitment pods,we’veimprovedourhiringprocessesandreduced hiringtimelines.Thishasallowedustobettersupportthe growthofourambulatorycareservices.”
Furthermore,incorporatingadvancedpeopleanalyticsin theHRstrategicmodelwillallowKeckMedicinetobetter forecaststaffingneeds,ensuringthattheorganizationis preparedtomeetthegrowingdemandsofvalue-basedcare.
Envisioningthefuture
HumanResourcesatKeckMedicineofUSCiscreatinga futurewhereHRmovesbeyondasupportingroletoakey enableroforganizationaleffectiveness.Ektaandherteam areworkinghardtobuildthefoundationforsuccessby embracinginnovativeHRpracticeswhiledevelopingtheir workforceandadheringtoorganizationalmission objectivestomaintainreadinessinfacinghealthcare industrytransformation.Throughtheirprogressivemindset KeckMedicinestandsreadytotacklefuturehealthcare challengeswhiletheirstaffpreparestoacceptwhatever changeslieahead.
HRLessons from Managing Healthcare During Pandemics
TheCOVID-19pandemicwasasingularworldwide
crisisthatplacedanunprecedentedloadon worldwidehealthcaresystems.Inadditiontothe medicalandscientificcomplexity,humanresource(HR) professionalsinthehealthcaresectorplayedavitalpartin maintaininghospitals'andmedicalcenters'operationsin spiteofstaffshortages,burnout,andbusinessdisruption. Flexibility,adaptability,andinnovativeHRsolutionsare requiredinpandemichealthmanagement.SomeoftheHR lessonslearnedinhandlinghealthcareworkersinglobal healthcrisesarethefollowing:
1. RequirementforWorkforcePlanningandFlexibility
Duringpandemictimes,healthcareorganizationsmust preparetoimmediatelymeetchangingvolumesof patientsandworkers.OneofthelargestCOVID-19 learningexperiencesisplanningaheadforpeople. Planningadvancecontingencyforcross-training healthcarepersonnel,recallingfloatingstaff,and telemedicinewillhelptoachievebusinesscontinuity.
Flexibilityamongthestaffwasneeded.Flexibletiming ofworkwasappliedinthemajorityofthehospitals, redistributingstafffromnon-essentialdepartmentsto COVID-19departments.Emergencycredentialingwas alsocarriedoutbyHRdepartmentsinanattemptto makeavailableretiredmedicalpersonnelormedical studentsfordeploymentinnon-criticaldepartments. Flexibleworkforceplanningofthissortwillbe necessaryinanyhealthcareemergencythatmight occurinthefuture.
2. Assistanceinemployeewellnessandmentalwellbeing
Italsoimposesastaggeringpsychologicalburdenon healthcareworkersinsuchsituations.Overtimehours, workingwithgravelysickpatients,andacutemortality resultinsevereburnoutandpsychologicillness.Staff mentalwellnesshastobecateredbytheHRpeople withtheadditionofmentalhealthresources, counselingpeers,andproperdebriefingprograms.
SomehealthcareorganizationsprovidedEmployee AssistancePrograms(EAPs)withstressmanagement trainingandcounselingduringthecrisis.FutureHR responsesshouldincorporateregularmentalhealthcare asbusiness-as-usualandnotasanad-hocresponse.
3. ClearandTransparentCommunication
Panic,inacrisissituation,isaresultofmisinformation anduncertainty.HRprofessionalsneedtoestablishthe rightclear,transparent,andregularchannelsof
communicationfordisseminatingsafetyprocedures, policyinformation,andsupportsystemstoemployees.
Townhalls,emails,andonlineforumsonadailybasis provideanexampleofmobileapplicationsthatwere indispensabletokeepinghealthcareprofessionalsupto dateinthecaseoftheCOVID-19pandemic.HR leadersmustcontinuetoinvestincommunications platformswithreal-timeintelligenceandrespondingto workers'questionsingoodtime.
4. StrengtheningWorkplaceHealthandSafetyProcedures
Itishealthprofessionalsinthepandemicbelt,and infectioncontrolpracticesbecometheirpriority numberone.TheCOVID-19pandemichastaughtus allalessonabouthavingenoughpersonalprotective equipment(PPE)stockavailable,strictsanitation regulations,andon-sitesafetyprotocols.
HRunitshavetocollaboratecloselywithinfection controlcommitteesinordertocomeupwithstringent safetyprotocolsandenforcethem.Educatingmedical staffontheuseofproperPPE,immunization,and hygienehastobecontinuousevenduringtheintervals betweencrises.
5. CrisesPreventionPrioritizingDiversity,Equity,and Inclusion(DEI)
Pandemicsdisproportionatelyaffectalready marginalizedpopulations,andthehealthcare workforcealsoisracially,ethnically,and socioeconomicallyrepresentative.HRleadersmustbe agileandattunedtothedifferentgroupsofemployees' specialrequirements.
Forexample,newworkersofthelower-incomegroup canfacechallengesinchildcareandtransport.Rather, startingcareprograms,i.e.,transportallowanceor childcareallowance,bringsalltheworkerstothelevel wheretheycanperformtheirjobwithoutadditional stress.Multilingualcommunicationtoolsandculturally tailoredmentalhealthcarecanalsofacilitateinclusion andcarefordifferentworkers.
6. UtilizingTechnologyinWorkforceManagement
Pandemic-periodtechbubbleinonenighttransformed thehealthcareHRfunctions.Telemedicine,staffingby AI,andremotemonitoringofpatientsmadethe workloadlightforalreadyextendedhealthcarestaff.
HRmanagersareabletoforecastmanpowerneeds, trackemployees'well-being,anddistributeworkmost efficientlyusingworkforceanalytics.Web-basedtools
forworkerfeedback,training,andengagementalso allowHRtosupporthealthcarestaffinrealtime.Allt hisspendingwillrenderhealthcareorganizations resilientnotjustnowbutduringthenextcrisisaswell.
7. BuildingMoreCapableLeadershipandCrisis ManagementFunctions
HRexecutivesmustprovidequalityleadershipin healthcareenvironmentsinanattempttoaddress crises.Decision-makersmustfaceuncertainty,engage theworkforce,andpromoteteamworkundercrisis conditions.
Trainingprogramsforcrisisleadership,emotional intelligence,andconflictmanagementcanequip healthcareleaderswithcapabilitiestomanagefuture crises.Buildingparticipatoryleadership,inwhich workersarepartofdecision-making,alsomaximizes moraleandworkerconfidenceincrisisconditions.
8. EnhancingRecruitmentandRetentionStrategies
Pandemicsneedalong-termhealthcareworkforce. Healthcareworkerturnoverratesduringpandemics highlightedtheimportanceofretention.
Retentioncanbeensuredbyrecruitingandretaining qualityprofessionalsthroughcompetitive compensation,careerdevelopmentopportunities,and improvedwork-lifebalanceprograms.Retention bonuses,tuitionreimbursement,andfast-trackcareer developmentprogramshavealsobeenofferedbysome hospitalstoretainstaff.
Conclusion
TheCOVID-19pandemicwasanopportunityaswellasa riskforhealthcareHRmanagement.Emphasizing flexibilityintheworkforce,givingimportancetomental health,havingopencommunication,andleveraging technology,HRprofessionalscancreatemorerobust healthcaresystems.Thesearenever-to-be-forgottenaspects butwereacornerstoneforimprovedmanagementoffuture healthcarecrises.
Fromcrisistocare,thehealthcareHRmustreinventitself onadailybasistosafeguardthehealthofthosewho endangertheirlivestosaveothers.Drawingfromthese lessons,thehealthcaresectorwillbeadequatelypositioned tocombatfuturepandemicsmorehumanelyand effectively.
-Pearl Shaw
GLOBAL SUBSCRIPTION
Shruti Singh Shruti Singh
Whatifhealthcarewasn’tjustabouttreating
symptomsbutabouttrulyunderstandingusfully ashumanbeings—body,mind,andspirit?As medicalscienceadvances,theneedforamoreconnected, patient-centeredapproachhasneverbeengreater Shruti Singh,ExecutiveDirectoroftheInternational FoundationforIntegrativeMedicalResearch(IFIMR), isworkinghardtomakethisvisionareality.
Havingabackgroundinbiochemistry,Shrutisawfirsthand howresearchwasoftendisconnectedfrompractical healthcare.Toomanydiscoveriesremainedinlabs,never reachingthepeoplewhoneededthem.Togetherwithateam ofdedicatedscientist&physicians,sheplaysapivotalrole inleadingIFIMR,whichbringstogetherconventionaland complementarymedicine,scientificvalidation,andcrossdisciplinarycollaborationtoreshapehealthcareintoamore personalizedandpreventivesystem.
ItwasShruti’spassionforhealthcareandherevidenttalent forresearchthatledthefoundingdirectorofIFIMRand CEOoftheInUversalGroupofCompanies,Dr.Kamlen Pillay,torecruithertothefoundation.Together,theyhave playedakeyroleindrivingthistransformativeshift.“Dr Singhhasconsistentlysupportedandinspiredthe leadershipteaminadvancinganintegratedhealthcare model,”saysDr.Pillay
Beyondresearch,Shrutiunderstandsthatinnovationin healthcareisalsoaboutpeople.Buildingtherightteams, fosteringcollaboration,andembracingnewtechnologies arejustasimportantasmedicalbreakthroughs.
Additionally,IFIMR’sresearch&developmentfosters collaborationssuchasInUWell–TheInstituteofUniversal Wellcare,theproactive,precisionmedicinearmof InUversal,whichislocatedattheiconicV&AWaterfrontin CapeTown.Itisredefininghealthcarebyintegrating advancedwellcaresolutionsaimedatlongevityand proactivehealthmanagement.
Let’s delve into the interview details below!
Canyoushareyourjourneyandwhatinspiredyouto leadtheInternationalFoundationforIntegrative MedicalResearch?
Myjourneyhasbeendeeplyinfluencedbythe interconnectednessofnature,particularlyattheatomic level.DuringmysixyearsinabiochemistryPhDlab,I cametorealizethathealthresearchwasoftenfragmented andsiloed,whichlimiteditsreal-worldimpact.Wetended tofocusonbiochemicalaspects,ignoringthebroader humanexperience,andthiscreatedagapbetweenresearch findingsandpractical,accessiblesolutions.
Thisfragmentationinspiredmetoseekamoreholistic, multidisciplinaryapproachtohealthcare.Technological advances,combinedwiththelessonsofthepandemic,made itclearthattherewasacriticalneedforanorganizationthat couldbridgethegapbetweenresearch,technology,and medicalsolutions.
ThisinsightledtothedevelopmentofIFIMR.whichfosters aresearchenvironmentthatpromotesaholisticapproachto healthcare—onethatintegratesproactive,personalized,and evidence-basedcaretoaddressthecomplexneedsof individuals.
Howdoesyourorganizationcontributetoadvancing integrativemedicine,andwhatisyourlong-termvision foritsimpactonglobalhealthcare?
IFIMRcontributestoadvancingintegrativemedicineby developingstandardizedframeworksandanecosystemthat fosterscollaborationbetweenconventionaland complementaryhealthcarepractices.Ourfocusison creatingevidence-based,safe,andeffectivetreatments, addressingkeychallengeslikethelackofstandardized protocolsandscientificvalidationofcomplementary therapies.
Singh
ExecutiveDirector
InternationalFoundationfor IntegrativeMedicalResearch(IFIMR)
Shruti
Throughpartnerships,suchaswithTheInUversalGroup, wearedevelopingintegrativehealthcareproductsthat improvereal-worldoutcomes.Ourlong-termvisionisto bridgethetranslationalgapbetweenresearchandpractice, eliminatebarrierstoaccessibilityandquality,andempower individualstotakecontroloftheirhealth,transforming globalhealthcareintoamoreholistic,personalized,and effectivesystem.
Whataresomeofthekeychallengesinintegrative medicalresearch,andhowisyourorganization addressingthem?
Keychallengesinintegrativemedicalresearchincludethe lackofscientificvalidationformanycomplementary therapies,thesiloednatureofhealthcarepractices,and culturalbarriers.Ourorganizationaddressestheseby workingtowardsthestandardizationofmodalities,ensuring clear,evidence-baseddatatosupporttheiradoption.
Wefostercross-disciplinarycollaborationtobridgegaps betweendifferenthealthcareprovidersandcreateinclusive, culturallysensitiveapproachestopatientcare.Wealso prioritizedatasecurityandadvocateforpreventive medicineawarenessinSouthAfrica,workingtodevelopa skilledworkforceandappropriateframeworks.By addressingthesechallenges,weaimtoadvanceintegrative medicineandimprovehealthoutcomes.
Inyourexperience,howdoesstrategicHRleadership driveinnovationandexcellenceinthehealthcaresector?
Healthcareisonthecuspofatechnologicalrevolution, particularlywiththeriseofAIindiagnostics,screening, andtheincreasinguseofwearabledevicedata.Whilenot alwaysclinical-grade,thisdataisbeingleveragedasa referencepointtocustomizelifestylemodifications.
Thisinfluxofdatapresentsbothtremendousopportunities andchallenges.Ononehand,itpromisesfaster,more
accuratehealthmaintenanceandriskidentification.Onthe otherhand,thesheervolumeofdataraisestheriskof overdiagnosis.
Inthiscontext,StrategicHRleadershipdrivesinnovation andexcellenceinhealthcarebyrecruiting,developing,and retainingtoptalentalignedwiththeorganization’smission. HRleadersfosteracultureofcontinuouslearning, collaboration,andadaptability,ensuringteamsarewellequippedtonavigateemergingtechnologiesandevolving patientcareneeds.
AtIFIMR,thisapproachenablesustostayaheadoftrends, prioritizeholistic,people-centeredhealthcare,andbalance work-lifeharmony.Byfocusingonteamwell-being, promotingcross-disciplinarycollaboration,andleveraging technologytooptimizeprocesses,HRleadershipempowers healthcareorganizationstoinnovate,improvepatient outcomes,andadapttothedynamichealthcarelandscape.
Whatemergingtrendsdoyouseeshapingthefutureof integrativemedicine,andhowisyourorganization preparingforthem?
Emergingtrendsshapingthefutureofintegrativemedicine includepersonalized,predictive,andpreventivecare, drivenbyadvancementsingenomics,AI,anddatascience. Thefocusonlongevityandholistichealth,integrating mind,body,andspirit,alignswithourapproachatIFIMR.
Wearealsoembracingtechnologythroughdigitalhealth tools,wearables,andtelemedicinetoenhancepreventive careandpersonalizedtreatments.Additionally,we recognizethegrowingimportanceofemotionalandsocial well-being,integratingmentalhealthintoourbio-psychosocialcaremodels.
Byfosteringcross-disciplinarycollaborationandleveraging innovationsindatascience,IFIMRispositioningitselfto leadinthesetransformativetrends.However,weare mindfulofthelimitationsoftechnology,itspotential saturation,andtheenduringneedforhumaninteraction. Therefore,weusetechnologywithprecision,ensuringthat itcomplements,ratherthanreplaces,thehumantouch.
Whatadvicewouldyougivetoaspiringleaderswho
wanttomakeameaningfulimpactinhealthcareand medicalresearch?
Myadvicetoaspiringhealthcareandmedicalresearch leadersistoembraceaholistic,patient-centeredapproach, focusingonoverallwell-beingratherthanjusttreating symptoms.Stayinformedaboutadvancementsingenomics, AI,anddatascience,andfostercollaborationacross disciplines.
Prioritizelong-termimpactovershort-termgains,and alwaysconsiderthebroadersocietaleffectsonaccessibility, affordability,andquality.Developadeepunderstandingof humanbehaviortopersonalizecareandbuildtrust.Lead withempathy,ethics,andtransparency,ensuringevery voiceisheard.
Bystayingadaptableandopentoinnovation,aspiring leaderscandrivemeaningfulchangeinhealthcare.
HR Strategiesfor Recruiting Top Healthcare Talent
Thebiggestchallengefacingthehealthcareindustry
asoftodayistalentattractionandretention.With theagingpopulationinhighdemandforservices andlackingexperiencedprofessionals,healthcare organizationsareforcedtoadoptinnovativeHRpractices thatcanmanageandretainhightalents.Theperformanceof anemployeeismostlydependentonthehealthfacility,and thereforethecost-effectivenessoftherecruitmentprocessis anagendamatter
UnderstandingtheTalentShortage
Thehealthcaresectorisexperiencingagrowingshortageof employees.TheAssociationofAmericanMedicalColleges (AAMC)projectsthatAmericacouldbeshortupto 124,000physiciansby2034.Similarly,employmentfor registerednursesisprojectedtogrow6%from2022to 2032bytheBureauofLaborStatistics.Administrativestaff, therapists,andtechniciansaresomeoftheotherhealthcare professionalsindemand.
Someofthereasonsbehindshortageareburnoutasaresult oftheCOVID-19pandemic,agingpopulation,andgrowing needsforspecialtymedicalcare.HRprofessionalsneedto tackleallthesechallengesstrategicallytoacquirethebest talent.
SuccessfulHRStrategiesforHealthcareHiring
HRdepartmentshavetouseaggressivetechniquesthat breakawayfromtheconventionalwayofhiringiftheyare tofindtop-notchmedicalpractitioners.Thesearecrucial measurestoadoptwhenitcomestostockingthefrontlines adequately:
1. BuildingaStrongerEmployerBrand
Healthcareorganizationsshouldcreateapowerful
employerbrandinawaythatenablesthemtorecruit thebestprofessionals.Aneffectiveemployerbrand reflectsthecorporateculture,corevalues,work-life balance,andcareeropportunities.Employersmust communicatetheirbrandthrough:
• Employeetestimonialsandsuccessstories
• Opencommunicationonworkplaceculture
• Professionaldevelopmentopportunities
• Competitivecompensationandbenefits
Organizationsinvestinginworkplacecultureand employeeengagementenjoyacompetitiveedgein gettingcandidateswhosecauseisthesameastheirs.
2. DigitalRecruitmentSources
TheageoftheInternethastransformedthehiringof individuals,andonlinesourceshavebecome unavoidabletotargethealthcareprofessionals.HR activitiesneedtoutilize:
• Healthcare-focusedjobboardssuchasHealth eCareersandMedJobs.
• SocialmediasitessuchasLinkedIn,Facebook,and Twittertopostrecruitmentannouncementsand network.
• Artificialintelligence-basedrecruitmentsoftwarethat efficientlyscreensandmatchesthecandidates.
• Onlinecareerfairsandwebinarstoengagethe potentialrecruitsandanswerquestionsreal-time.
• Well-establishedonlinepresencemakestheemployer moreaccessibleandattractsqualitycandidateswho arecurrentlyjobhunting.
3. SchoolRelationsBuilding
Buildingrelationshipswithmedicalschools,nursing schools,andvocationalschoolsisalong-termplanto developasteadypipelineoftalent.HRprofessionals can:
• Developresidencyandinternshipprograms
• Offerscholarshipsandtuitioncredits
• Hostguestlecturesandcareerfairs
• Providementorshipandshadowing
Byofferingearlyinternships,businessescanbuild brandnamerecognitionandstealfuturetalentbefore
theyenterthejobmarket.
4. CompetitivePayandBenefitsPackages
Sincehealthcareworkersareindemand,competitive payandbenefitspackagesareaprimaryrecruitment andretentiontool.HRdivisionsmustoffer:
• Sign-onincentivesandrelocationassistance
• Flexibleschedulesandtelecommutingwhere appropriate
• Healthyandwell-designedhealthandwellness programs
• Studentloanrepayment
• Trainingandeducationandprofessionaldevelopment opportunitiesforcontinuouslearning
Notonlydoemployeesappreciateagoodbenefits package,butitalsoinitiallyattractsapplicantsand ensureslong-termemployeeretentionandjob satisfaction.
5. StreamlinedRecruitmentProcess
Thetopperformersarediscouragedbyalongand arduousrecruitmentprocess.HRprofessionalsneedto dealwith:
• Simplificationofapplicationprocedures
• Timelyinterviewingandfollow-up
• Designingdata-drivenhiringmetricsforthemtobe optimized
• Changeoverofonboardingprogramswithcontinuity withoutlapse
Singleplatformtohireprovidesanexcellent experienceandabetteropportunitytogetcandidatesto makeanoffer
6. FocusonDiversityandInclusion
Healthcarediversityincreasespatientsatisfactionand organizationaleffectiveness.HRpractitionershaveto ensureinclusivehiringthrough:
• Increasingrecruitmentoutreachtounderrepresented groups
• Eliminatingimplicitbiasfromtherecruitmentprocess
• CreatingEmployeeResourceGroups(ERGs)for diversetalent
• Providingculturalcompetencytraining
• Adiverseworkforceintroducesnewideasand
improvespatientoutcomesoverall.
7. EngagingTalent:EmployeeRetention
Halfthebattleisrecruitmentandhalfthebattleis retention.Turnoveriscostlyandunsettling.HR managersmustfocuson:
• Rewardsandrecognitionofemployees'efforts
• Preventionofburnoutandcounselingformental health
• Opportunitiesforcareeradvancementandgrowth
• Opencommunicationandfeedback
Happyemployeesdonotquit,andtimeandeffortare alsowastedincontinuousrecruitmentaswellas continuityofpatientcare.
Conclusion
Maximizingtheabilityofhealthcareprofessionalsisa problemwithmanysides.Throughenhancedemployer branding,utilizationofdigital,collaborationwithtraining schools,offeringcompetitivepay,andaconcentrationon diversityandretention,HRactivitiescanmeetworkforce issues.Inasectorwherecapableprofessionalstouchlives directly,spendingoneffectiverecruitmentisnotonlythe correctthingtodo—it'sessential.Thefutureofhealthcare istiedtoawell-trained,highlymotivated,andhighperformingworkforce.
-Pearl Shaw
“
Investing in the health and wellbeing of employees is not just a moral imperative, it’s a strategic advantage.
