The Evolving Role of HR in Healthcare

I've been part of the human resources field for as long as I can remember, starting when I was just 18 years old. I kind of fell into HR by accident, but I quickly realized that this was where I belonged. Over the years, I've been fortunate enough to work in a variety of HR roles, each one building on the last and deepening my passion for the work.

I began my career with Southern California Edison, where I spent 18 years learning the ropes and growing into different HR positions. From there, I moved on to the Capital Group Companies, where I spent another 11 years in HR leadership roles. After that, I took on the role of Chief HR Officer at UCI Health, where I spent three years before transitioning to my current position as Chief HR Officer at UCLA Health. It's hard to believe that I've been here for nine years now, but time flies when you're doing something you love.

In my role at UCLA Health, my primary responsibility is to set the people strategy for the organization. Our HR vision is to be an employer of choice, which means creating an engaged workforce that can help us achieve our organizational objectives. It's a big responsibility, but it's also incredibly rewarding.

The Challenges of HR Leadership in Healthcare

The healthcare industry is a unique and challenging environment for HR leaders. One of the biggest challenges we're facing right now is burnout. The COVID-19 pandemic has put an enormous strain on healthcare workers, who had to navigate the unknown while dealing with severe patient issues, often in isolation. Families weren't allowed into hospitals during the early stages of the pandemic, which only added to the stress.

This intense environment has led many healthcare professionals to question their long-term commitment to the field. People are rethinking whether healthcare is the right career path for them, and some are choosing to pursue other opportunities. Despite these challenges, I've found that there's still a strong calling for healthcare work. Many people are drawn to the field because of a personal passion or connection, and it's that passion that we need to keep alive.

To help address these challenges, we recently launched a new employer brand at UCLA Health centered around the theme of passion. It's called "A Passion For," and it allows our employees to fill in the blanks with what they're passionate about. Whether it's patient care, research, innovation, or something else, we're trying to leverage that passion to keep our employees engaged and motivated.

Strategies for Overcoming Challenges and Enhancing Engagement

In addition to addressing these challenges, we've been focusing on several other strategies to keep our employees engaged. One of the key areas we've invested in is professional development. People want to learn and grow in their careers, and it's our job to provide them with the tools and opportunities to do so.

One of the programs we've implemented is the Aspiring Leader Program, which is designed for individual contributors who want to become leaders but may not have the necessary experience or skills. This six-month cohort program provides participants with hands-on experience, leadership training, and opportunities to connect with executives. Every session includes a learning lab, where participants can ask questions and hear directly from our leadership team. It's been incredibly successful in preparing the next generation of leaders within UCLA Health.

Another area we've focused on is reducing first-year turnover. This is a challenge that many industries are facing, not just healthcare. We've found that a lot of employees are leaving within their first year, often because they're still exploring their options and trying to find the right fit. To address this, we did some research on best practices for engaging new employees and developed evidence-based tools to enhance the onboarding experience.

We trained over 800 managers on these tools and had them create employee retention and engagement plans tailored to their specific departments. By providing managers with the right tools and support, we've been able to better engage our new hires and improve our retention rates.

Looking to the Future: The Evolving Role of HR in Healthcare

As the healthcare industry continues to evolve, so too must the role of HR leaders. I believe it's crucial for us to stay proactive and innovative, keeping a close eye on what's happening both within and outside of healthcare. I've made it a point to build connections with my counterparts at other academic medical centers, as well as across broader industries. This network allows me to stay informed about new strategies and approaches that could be adapted to fit the unique needs of UCLA Health.

Being adaptable and forward-thinking is going to be essential for HR leaders as we navigate the ever-changing landscape of healthcare. We need to be open to new ideas and willing to implement strategies that may be unconventional but effective in supporting both the organization and our employees.

Words of Wisdom for HR Leaders

If there's one piece of advice I would give to other HR leaders, it's this: you're not alone. Being a Chief HR Officer can be a lonely job, and it's easy to feel isolated when you're facing tough challenges. But when I talk with other CHROs and hear what they're struggling with, it reminds me that we're all in this together. Networking and building relationships with other HR professionals is crucial. We need to support each other, share our experiences, and learn from one another.

For those new to the field, my advice is to stay curious and never stop learning. The world of HR is constantly changing, and it's important to keep up with new trends and best practices. By staying curious, building strong networks, and remaining passionate about the work, we can make a meaningful impact on our organizations and the people we serve.

My journey in HR has been incredibly rewarding, and I'm grateful for the opportunity to make a difference at UCLA Health. The challenges we face are real, but so are the opportunities. By staying focused on our people, being innovative in our strategies, and supporting one another, I believe we can continue to make a positive impact in the healthcare industry.