Top 5 Visionary CHROs Defining Healthcare’s Next Era

1. Ekta Vyas,PhD Chief Human Resources Officer Keck Medicine of USC Leading the Charge in HR to Support Healthcare’s Digital Revolution Top 5 CHROs Defining Healthcare's Next Era Visionary

3. ‘‘ delivering it. The quality of healthcare delivery depends on the quality of the workforce

4. Note Et s ‘ Natalie May Natalie May

5. Catalysts for Health Progress T he foundation of all successful healthcare organiza- tions depends on their human personnel in today's rapidly changing medical field. A healthcare organization's ability to recruit exceptional talent functions as an essential growth mechanism and vital instrument for life-transforming change. Healthcare professionals move beyond organizational success to enhance care quality through their everyday decisions which affect numerous patients. A Chief Human Resources Officer (CHRO) leads vital healthcare operations by designing organizational human resources strategies and developing both HR policies and programs. Through their work the CHRO creates a corporate development framework which unites workforce organization with cultural engagement and skillful leadership to advance healthcare into its future state. showcases five innovative trailblazers who dedicate themselves to creating healthcare's future direction. The exceptional qualities of strategic planning along with human-centered thinking make these leaders stand out as remarkable CHROs. Their stories show readers how they handle organizational workforce complexities and use data effectively to build talent-centered environments which result in better patient results and organizational success. As you turn the page, you will witness an inspiring exploration into visionary thinking. Their stories motivate everyone to reconstruct possibilities by merging leadership with humanity. Here’s to the changemakers driving healthcare forward—one person, one policy, one purpose at a time. The CHRO possesses extensive power by placing suitable workforce members who will fulfill current requirements as well as future challenges. Through their leadership they create organizations which thrive through inclusivity and employee wellness by becoming founders of both organiza- tional resilience and advancement. At Insights Care, we believe in celebrating the luminaries who redefine leadership in this noble industry. Our latest edition, Top 5 Visionary CHROs Defining Healthcare’s Next Era

6. CO NT S NTE Cover Story 08 Ekta Vyas, PhD Leading the Charge in HR to Support Healthcare’s Digital Revolu?on

7. PROFILE 20 Shruti Singh Leading the Shi? from Treatment to True Well-Being Articles 16 24 From Crisis to Care HR Lessons from Managing Healthcare During Pandemics Staffing the Frontlines HR Strategies for Recrui?ng Top Healthcare Talent

8. March 2025 2025

9. TOP 5 VISIONARY CHROs DEFINING HEALTHCARE’S NEXT ERA Featuring Person Organiza?on Brief Chris?ne is a visionary strategist dedicated to building talent- centered environments, improving pa?ent outcomes through human resources leadership and data-driven decisions. DotHouse Health dorchesterhouse.org Chris?ne McColgan CHRO 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. Keck Medicine of USC keckmedicine.org Ekta Vyas CHRO Gail is a seasoned professional shaping workforce strategies, fostering inclusivity, and enhancing employee wellness to advance organiza?onal resilience in healthcare. Gail Lebel VP & CHRO Horizon Health Network horizonnb.ca 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. Ms Chin Wei Jia Group Ceo HMI Medical hmimedical.com 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. Interna?onal Founda?on for Integra?ve Medical Research fimr.net Shru? Singh Execu?ve Director

10. Ekta Vyas Chief Human Resources Officer Keck Medicine of USC

11. R Story ,Phd 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.

12. Top 5 Visionary CHROs Defining Healthcare’s Next Era ealthcare delivery relies on both its personnel and H healing requires passionate workforce dedication which surpasses both technological capabilities and medical expertise. A healthcare system depends on its workforce because employees determine the quality-of-care delivery and affect patient results, alongside making important transformations. significantly changed. The increasing generational diversity, along with intensified financial stress, also creates sophisticated challenges for workforce management. professional services of equal importance. Successful medical progress alongside patient When asked about her approach to creating successful HR strategies, Ekta emphasized the balancing act healthcare HR strategies demand today. In her perspective, the healthcare industry faces escalating regulations, increasing workforce management complexities year after year. The industry has for the past few years seen shifting employee expectations on many fronts—flexible schedules, remote work, creative options for employee upskilling and innovative career paths, to name but a few. Creating successful HR strategies in this new healthcare environment is a balancing act since investments in building and evolving HR infrastructure have to be weighed carefully for their sustained relevance in the emerging future. As such, people strategies should be crafted such that they create space for healthcare institutions to develop better workforce support systems to deliver optimal patient care in the evolving and newly emerging healthcare landscape. Keck Medicine’s HR division is responding to such challenges by creating an HR organizational design that is well positioned to embrace the changing industry realities by investing in HR staff and leader competencies for expert partnerships at all levels of the enterprise for enhanced performance. As Chief Human Resources Officer (CHRO) of Keck Medicine of USC, Ekta Vyas directs workforce initiatives for the organization. Her vision serves to transform human resources strategy and operations at the institution by providing staff with necessary tools to meet healthcare’s evolving demands while achieving maximal engagement and empowerment. Defining and overseeing workforce management strategies is core to her position as CHRO. Effectiveness of workforce strategies is best measured by the impact on the ultimate customer, the patients and their families, and how people strategies create an environment of quality care for patients and the development of skillsets needed to handle future healthcare needs. Ekta’s journey in healthcare is strongly rooted in her strategic leadership approach that emphasizes strengthening both the capacity and capability of the human resources function at organizations she has worked at and thoughtfully positioning them to navigate and manage the complexities of the healthcare industry. Her commitment goes toward creating an adaptable workforce that will withstand healthcare industry changes and maintain high- quality, compassionate medical service delivery. The HR transformation at Keck Medicine involves a three- pronged approach: strengthening the Centers of Excellence to design impactful strategies, launching an HR Business Centre to standardize and centralize transactional tasks across the system, and enhancing HR Business Partners’ collaboration with various hospitals and ambulatory locations. Through this, the organization is ensuring HR is not just reactive but also proactive in its approach to organizational growth and adaptability. 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! Ekta sees strong organizational structure as essential to enabling the HR team to reach its maximum potential. She emphasized that significant thought was given to redesign the HR model to strengthen its readiness for upcoming challenges and future business development. Shaping the Future of Healthcare Delivery Through Strategic HR Ekta recognizes the Human Resources function plays a vital role in transforming employee experience in healthcare institutions, which in turn directly impacts patient experience. She also emphasizes that recent years have seen a rise in virtual healthcare alongside ambulatory services and home health settings—a growing reality of how healthcare will be delivered in the future. Such a shift has made it vital to develop innovative staff management approaches and retention strategies as the approach to hiring, motivating and engaging the workforce has Harnessing Technology for Better Workforce Management Technology is becoming increasingly important for HR operations, and Ekta believes it represents the key to maintaining competitive advantage. Successful technology implementation and integration requires more than adopting new devices. It involves implementing technologies with a

13. “ 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.

14. “ 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.

15. “ complete understanding of the stakeholder expectations and process efficiency needed at every touchpoint. The critical question for Ekta goes beyond which new technologies exist and instead focuses on finding ways organizations should invest in technology that transforms workforce management practices for greater user efficiency in process delivery. Our focus on clinical excellence and advanced practice standards has made us a leader in specialized care. In discussing the role of technology in driving HR transformation at Keck Medicine, Ekta expressed her excitement about the recent launch of HR Business Center, the systemwide hub for processing transactions and delivery of HR operations through a combination of HCM and other relevant process automation tools. She shared the major system integrations and interfaces implemented during the recent workforce integration initiatives for USC Arcadia, Keck Medicine’s newest entity, while emphasizing that the digital instruments deployed at Keck Medicine and the roadmap emerging for the near future will continue to strengthen the HR service delivery model and strategic relevance to drive organizational effectiveness. advanced analytics through use of sophisticated tools help organizations forecast staffing needs, correlate employee engagement with organizational influencers and predictors, and ensure that organizational resources are deployed where they’re needed most. With data transparency and alignment across systems, HR can make more informed decisions on everything from staffing models to employee engagement strategies. This data-driven approach is what Ekta believes will help shape the future of healthcare workforce management. In a recent panel discussion facilitated by Becker’s Healthcare, Ekta shared the organization’s competitive edge with the implementation of AI-enabled technology that offers a self-scheduling function. Keck Medical Center has already seen success with an AI-powered scheduling tool, which not only optimizes staffing but also reduces burnout by automating scheduling tasks. Additionally, she shared that recent upgrades to their core scheduling system helped them drive higher compliance with state and federal regulations associated with wage and hour regulations. Digital onboarding solutions are another win for Keck Medicine, and the HR team has now formed an internal technology committee to educate themselves on existing and emerging technology that offers promising solutions for HR’s evolving landscape. Since HR transformation is so much about transforming the employee experience, the Keck Medicine HR team is working on deploying a new HR Employee Experience platform to support internal communications across the system. The initiative aims to improve workforce engagement, provide a centralized hub for HR communications, and provide advanced data analytics. AI, while still in its early stages at Keck Medicine, is already showing promise in areas such as staffing and scheduling, as mentioned earlier. Ekta believes that AI’s role will expand over time. While the healthcare industry is cautious with AI adoption, she sees significant opportunities in areas like process automation, knowledge management, and workplace safety. Ekta emphasizes that adopting AI must be thoughtful, with thorough assessment and consideration. AI and Automation AI and automation are transforming how work is performed, especially in healthcare settings. On the clinical side, Keck Medicine has already begun leveraging AI for tasks like scribe-like interventions in the Electronic Medical Records (EMR) system. Early results hold promise in reducing physician burnout and enhancing the overall patient experience. What excites Ekta even more is the potential of predictive analytics, as the HR transformation is now embarking on the journey of evolving the analytics function beyond standard HR metrics with the newly established COE for analytics and project management. As a firm believer in evidence-based management practices, Ekta believes that

16. “ Ekta recognizes the excitement and concerns surrounding AI, especially regarding job security. However, she emphasizes that adopting AI doesn’t mean replacing jobs—it’s about enhancing capabilities and enabling the workforce to perform more effectively. As she explains, “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.” In an interesting discussion about AI’s potential to replace HR, Ekta emphasized that HR is a field of expertise, especially in a heavily regulated industry such as Healthcare, that can never have a replacement of any sort. Instead, once the cautions are addressed, AI brings the possibility of increasing HR’s potential to be more strategic by enabling better efficiencies in existing processes and customer interactions. 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. In Keck Medicine’s approach to AI, transparency is key. The organization has made sure to involve its workforce in the process, addressing concerns, providing education, and encouraging open dialogue. For example, when the self- scheduling system was introduced, leadership held discussions with nurses through the Professional Practices Committee to ensure they were comfortable with the new tool. This helped alleviate concerns and ensured that the transition was as smooth as possible. Keck Medicine will be soon launching a new employment website that showcases the organization’s offerings, including total rewards, employee development opportunities, and organizational culture. The improvements implemented in the talent acquisition program are already making a noticeable difference in attracting top-tier candidates. Additionally, the organization has strengthened its employee feedback mechanisms, introducing surveys at different stages of the employee lifecycle, including new hire surveys at 30, 90, and 180 days. These insights, when combined with exit interviews, provide valuable data that informs retention strategies. Addressing Workforce Shortages and Improving Retention Many healthcare organizations nationwide face persistent workforce deficits and Keck Medicine HR has similar challenges across different talent management touchpoints. Ekta emphasizes the value of creating strong partnerships with organizational leadership and her team addresses such challenges by developing proactive solutions as strategic thought partners. During the past two years, Keck Medicine HR has undergone a complete overhaul of its HR programs and service delivery model for acquiring and holding onto talent. The objective goes beyond attracting top candidates since it aims to nurture conditions that are effective in keeping exceptional talent with the organization long term. Retention rates at Keck Medicine are already well above industry benchmarks, a testament to the success of these initiatives. As Ekta notes, “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.” The launch of Keck Medicine’s “Leading at Keck” framework is another key initiative. It’s designed to strengthen leadership at all levels of the organization, providing coaching and developmental programs to ensure leaders are equipped to support their teams in the rapidly evolving healthcare environment. This initiative is just one of the many steps the system is taking to foster a positive and supportive environment for all employees. “We’ve reimagined our approach to talent acquisition and retention,” she says. “Our goal is to streamline the hiring process so we can bring on top talent quickly, but we also want to ensure that once they’re here, they feel supported and valued.”

17. The Future of Hybrid Work in Healthcare this transition. At Keck Medicine, HR strategies have evolved to align with the growing demand for patient- centered care and interdisciplinary collaboration. As the world adjusts to the new normal, the future of work—particularly in healthcare—is evolving. The pandemic accelerated the adoption of remote work across industries, and healthcare organizations like Keck Medicine are finding the right balance between in-person and remote work. For some roles, particularly those in patient care, physical presence is a necessity. However, for many non- clinical positions, hybrid work is becoming increasingly feasible. “Our staffing models have shifted to become more patient- centric,” she explains. “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.” Furthermore, incorporating advanced people analytics in the HR strategic model will allow Keck Medicine to better forecast staffing needs, ensuring that the organization is prepared to meet the growing demands of value-based care. “We’ve found a good balance between in-person and remote work,” Ekta explains. “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.” Envisioning the future Human Resources at Keck Medicine of USC is creating a future where HR moves beyond a supporting role to a key enabler of organizational effectiveness. Ekta and her team are working hard to build the foundation for success by embracing innovative HR practices while developing their workforce and adhering to organizational mission objectives to maintain readiness in facing healthcare industry transformation. Through their progressive mindset Keck Medicine stands ready to tackle future healthcare challenges while their staff prepares to accept whatever changes lie ahead. While hybrid work may not be an option for all roles, the healthcare industry is learning how to adapt. The development of new technologies and care delivery models will likely lead to new hybrid work opportunities, allowing employees to engage in meaningful work while still enjoying flexibility. Leading the Charge in Personalized and Precision Medicine As personalized and precision medicine takes center stage in healthcare, Keck Medicine is ensuring its workforce is prepared to meet the demand for specialized care. Ekta points out that the organization’s status as an academic medical institution allows it to lead in areas like clinical research and breakthrough treatments. “Our focus on clinical excellence and advanced practice standards has made us a leader in specialized care,” Ekta says. “We’re also committed to attracting and retaining the best talent to help us continue our mission of providing cutting-edge care.” The recruitment strategy of Keck Medicine targets critical care specialties to achieve readiness in precision medicine delivery. The organization functions as a training facility for future specialists which positions it to maintain its leadership role in this evolving field. Aligning HR Strategies with Value-Based Care The shift toward value-based care is reshaping the healthcare landscape, and HR is playing a pivotal role in

18. From Crisis to Care HR Lessons from Managing Healthcare During Pandemics I nsights are C March 2025 16

19. T he COVID-19 pandemic was a singular worldwide crisis that placed an unprecedented load on worldwide healthcare systems. In addition to the medical and scientific complexity, human resource (HR) professionals in the healthcare sector played a vital part in maintaining hospitals' and medical centers' operations in spite of staff shortages, burnout, and business disruption. Flexibility, adaptability, and innovative HR solutions are required in pandemic health management. Some of the HR lessons learned in handling healthcare workers in global health crises are the following: 1. Requirement for Workforce Planning and Flexibility During pandemic times, healthcare organizations must prepare to immediately meet changing volumes of patients and workers. One of the largest COVID-19 learning experiences is planning ahead for people. Planning advance contingency for cross-training healthcare personnel, recalling floating staff, and telemedicine will help to achieve business continuity. Flexibility among the staff was needed. Flexible timing of work was applied in the majority of the hospitals, redistributing staff from non-essential departments to COVID-19 departments. Emergency credentialing was also carried out by HR departments in an attempt to make available retired medical personnel or medical students for deployment in non-critical departments. Flexible workforce planning of this sort will be necessary in any healthcare emergency that might occur in the future. 2. Assistance in employee wellness and mental well- being It also imposes a staggering psychological burden on healthcare workers in such situations. Overtime hours, working with gravely sick patients, and acute mortality result in severe burnout and psychologic illness. Staff mental wellness has to be catered by the HR people with the addition of mental health resources, counseling peers, and proper debriefing programs. Some healthcare organizations provided Employee Assistance Programs (EAPs) with stress management training and counseling during the crisis. Future HR responses should incorporate regular mental healthcare as business-as-usual and not as an ad-hoc response. 3. Clear and Transparent Communication Panic, in a crisis situation, is a result of misinformation and uncertainty. HR professionals need to establish the right clear, transparent, and regular channels of InsightsCare March 2025 17

20. communication for disseminating safety procedures, policy information, and support systems to employees. for worker feedback, training, and engagement also allow HR to support healthcare staff in real time. All t his spending will render healthcare organizations resilient not just now but during the next crisis as well. Town halls, emails, and online forums on a daily basis provide an example of mobile applications that were indispensable to keeping healthcare professionals up to date in the case of the COVID-19 pandemic. HR leaders must continue to invest in communications platforms with real-time intelligence and responding to workers' questions in good time. 7. Building More Capable Leadership and Crisis Management Functions HR executives must provide quality leadership in healthcare environments in an attempt to address crises. Decision-makers must face uncertainty, engage the workforce, and promote teamwork under crisis conditions. 4. Strengthening Workplace Health and Safety Procedures It is health professionals in the pandemic belt, and infection control practices become their priority number one. The COVID-19 pandemic has taught us all a lesson about having enough personal protective equipment (PPE) stock available, strict sanitation regulations, and on-site safety protocols. Training programs for crisis leadership, emotional intelligence, and conflict management can equip healthcare leaders with capabilities to manage future crises. Building participatory leadership, in which workers are part of decision-making, also maximizes morale and worker confidence in crisis conditions. HR units have to collaborate closely with infection control committees in order to come up with stringent safety protocols and enforce them. Educating medical staff on the use of proper PPE, immunization, and hygiene has to be continuous even during the intervals between crises. 8. Enhancing Recruitment and Retention Strategies Pandemics need a long-term healthcare workforce. Healthcare worker turnover rates during pandemics highlighted the importance of retention. 5. Crises Prevention Prioritizing Diversity, Equity, and Inclusion (DEI) Retention can be ensured by recruiting and retaining quality professionals through competitive compensation, career development opportunities, and improved work-life balance programs. Retention bonuses, tuition reimbursement, and fast-track career development programs have also been offered by some hospitals to retain staff. Pandemics disproportionately affect already marginalized populations, and the health care workforce also is racially, ethnically, and socioeconomically representative. HR leaders must be agile and attuned to the different groups of employees' special requirements. Conclusion For example, new workers of the lower-income group can face challenges in childcare and transport. Rather, starting care programs, i.e., transport allowance or childcare allowance, brings all the workers to the level where they can perform their job without additional stress. Multilingual communication tools and culturally tailored mental health care can also facilitate inclusion and care for different workers. The COVID-19 pandemic was an opportunity as well as a risk for healthcare HR management. Emphasizing flexibility in the workforce, giving importance to mental health, having open communication, and leveraging technology, HR professionals can create more robust healthcare systems. These are never-to-be-forgotten aspects but were a cornerstone for improved management of future healthcare crises. 6. Utilizing Technology in Workforce Management From crisis to care, the healthcare HR must reinvent itself on a daily basis to safeguard the health of those who endanger their lives to save others. Drawing from these lessons, the healthcare sector will be adequately positioned to combat future pandemics more humanely and effectively. Pandemic-period tech bubble in one night transformed the healthcare HR functions. Telemedicine, staffing by AI, and remote monitoring of patients made the workload light for already extended healthcare staff. - Pearl Shaw HR managers are able to forecast manpower needs, track employees' well-being, and distribute work most efficiently using workforce analytics. Web-based tools I nsights are C March 2025 18

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22. Shruti Singh Shruti Singh W Can you share your journey and what inspired you to lead the International Foundation for Integrative Medical Research? hat if healthcare wasn’t just about treating symptoms but about truly understanding us fully as human beings—body, mind, and spirit? As medical science advances, the need for a more connected, patient-centered approach has never been greater. Shruti Singh, Executive Director of the International Foundation for Integrative Medical Research (IFIMR), is working hard to make this vision a reality. My journey has been deeply influenced by the interconnectedness of nature, particularly at the atomic level. During my six years in a biochemistry PhD lab, I came to realize that health research was often fragmented and siloed, which limited its real-world impact. We tended to focus on biochemical aspects, ignoring the broader human experience, and this created a gap between research findings and practical, accessible solutions. Having a background in biochemistry, Shruti saw firsthand how research was often disconnected from practical healthcare. Too many discoveries remained in labs, never reaching the people who needed them. Together with a team of dedicated scientist & physicians, she plays a pivotal role in leading IFIMR, which brings together conventional and complementary medicine, scientific validation, and cross- disciplinary collaboration to reshape healthcare into a more personalized and preventive system. This fragmentation inspired me to seek a more holistic, multidisciplinary approach to healthcare. Technological advances, combined with the lessons of the pandemic, made it clear that there was a critical need for an organization that could bridge the gap between research, technology, and medical solutions. It was Shruti’s passion for healthcare and her evident talent for research that led the founding director of IFIMR and CEO of the InUversal Group of Companies, Dr. Kamlen Pillay, to recruit her to the foundation. Together, they have played a key role in driving this transformative shift. “Dr. Singh has consistently supported and inspired the leadership team in advancing an integrated healthcare model,” says Dr. Pillay. This insight led to the development of IFIMR. which fosters a research environment that promotes a holistic approach to healthcare—one that integrates proactive, personalized, and evidence-based care to address the complex needs of individuals. How does your organization contribute to advancing integrative medicine, and what is your long-term vision for its impact on global healthcare? Beyond research, Shruti understands that innovation in healthcare is also about people. Building the right teams, fostering collaboration, and embracing new technologies are just as important as medical breakthroughs. Additionally, IFIMR’s research & development fosters collaborations such as InUWell – The Institute of Universal Wellcare, the proactive, precision medicine arm of InUversal, which is located at the iconic V&A Waterfront in Cape Town. It is redefining healthcare by integrating advanced wellcare solutions aimed at longevity and proactive health management. IFIMR contributes to advancing integrative medicine by developing standardized frameworks and an ecosystem that fosters collaboration between conventional and complementary healthcare practices. Our focus is on creating evidence-based, safe, and effective treatments, addressing key challenges like the lack of standardized protocols and scientific validation of complementary therapies. Let’s delve into the interview details below! I nsights are C March 2025 20

23. Shruti Singh Executive Director International Foundation for Integrative Medical Research (IFIMR) InsightsCare March 2025 21

24. Through partnerships, such as with The InUversal Group, we are developing integrative healthcare products that improve real-world outcomes. Our long-term vision is to bridge the translational gap between research and practice, eliminate barriers to accessibility and quality, and empower individuals to take control of their health, transforming global healthcare into a more holistic, personalized, and effective system. What are some of the key challenges in integrative medical research, and how is your organization addressing them? Key challenges in integrative medical research include the lack of scientific validation for many complementary therapies, the siloed nature of healthcare practices, and cultural barriers. Our organization addresses these by working towards the standardization of modalities, ensuring clear, evidence-based data to support their adoption. We foster cross-disciplinary collaboration to bridge gaps between different healthcare providers and create inclusive, culturally sensitive approaches to patient care. We also prioritize data security and advocate for preventive medicine awareness in South Africa, working to develop a skilled workforce and appropriate frameworks. By addressing these challenges, we aim to advance integrative medicine and improve health outcomes. In your experience, how does strategic HR leadership drive innovation and excellence in the healthcare sector? accurate health maintenance and risk identification. On the other hand, the sheer volume of data raises the risk of overdiagnosis. Healthcare is on the cusp of a technological revolution, particularly with the rise of AI in diagnostics, screening, and the increasing use of wearable device data. While not always clinical-grade, this data is being leveraged as a reference point to customize lifestyle modifications. In this context, Strategic HR leadership drives innovation and excellence in healthcare by recruiting, developing, and retaining top talent aligned with the organization’s mission. HR leaders foster a culture of continuous learning, collaboration, and adaptability, ensuring teams are well- equipped to navigate emerging technologies and evolving patient care needs. This influx of data presents both tremendous opportunities and challenges. On one hand, it promises faster, more I nsights are C March 2025 22

25. want to make a meaningful impact in healthcare and medical research? At IFIMR, this approach enables us to stay ahead of trends, prioritize holistic, people-centered healthcare, and balance work-life harmony. By focusing on team well-being, promoting cross-disciplinary collaboration, and leveraging technology to optimize processes, HR leadership empowers healthcare organizations to innovate, improve patient outcomes, and adapt to the dynamic healthcare landscape. My advice to aspiring healthcare and medical research leaders is to embrace a holistic, patient-centered approach, focusing on overall well-being rather than just treating symptoms. Stay informed about advancements in genomics, AI, and data science, and foster collaboration across disciplines. What emerging trends do you see shaping the future of integrative medicine, and how is your organization preparing for them? Prioritize long-term impact over short-term gains, and always consider the broader societal effects on accessibility, affordability, and quality. Develop a deep understanding of human behavior to personalize care and build trust. Lead with empathy, ethics, and transparency, ensuring every voice is heard. Emerging trends shaping the future of integrative medicine include personalized, predictive, and preventive care, driven by advancements in genomics, AI, and data science. The focus on longevity and holistic health, integrating mind, body, and spirit, aligns with our approach at IFIMR. By staying adaptable and open to innovation, aspiring leaders can drive meaningful change in healthcare. We are also embracing technology through digital health tools, wearables, and telemedicine to enhance preventive care and personalized treatments. Additionally, we recognize the growing importance of emotional and social well-being, integrating mental health into our bio-psycho- social care models. By fostering cross-disciplinary collaboration and leveraging innovations in data science, IFIMR is positioning itself to lead in these transformative trends. However, we are mindful of the limitations of technology, its potential saturation, and the enduring need for human interaction. Therefore, we use technology with precision, ensuring that it complements, rather than replaces, the human touch. What advice would you give to aspiring leaders who InsightsCare March 2025 23

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27. Staffing the Frontlines HR Strategies for Recruiting Top Healthcare Talent Talent T he biggest challenge facing the healthcare industry as of today is talent attraction and retention. With the aging population in high demand for services and lacking experienced professionals, healthcare organizations are forced to adopt innovative HR practices that can manage and retain high talents. The performance of an employee is mostly dependent on the health facility, and therefore the cost-effectiveness of the recruitment process is an agenda matter. Understanding the Talent Shortage The healthcare sector is experiencing a growing shortage of employees. The Association of American Medical Colleges (AAMC) projects that America could be short up to 124,000 physicians by 2034. Similarly, employment for registered nurses is projected to grow 6% from 2022 to 2032 by the Bureau of Labor Statistics. Administrative staff, therapists, and technicians are some of the other healthcare professionals in demand. Some of the reasons behind shortage are burnout as a result of the COVID-19 pandemic, aging population, and growing needs for specialty medical care. HR professionals need to tackle all these challenges strategically to acquire the best talent. InsightsCare March 2025 25

28. employer brand in a way that enables them to recruit the best professionals. An effective employer brand reflects the corporate culture, core values, work-life balance, and career opportunities. Employers must communicate their brand through: • • • • Employee testimonials and success stories Open communication on workplace culture Professional development opportunities Competitive compensation and benefits Organizations investing in workplace culture and employee engagement enjoy a competitive edge in getting candidates whose cause is the same as theirs. 2. Digital Recruitment Sources The age of the Internet has transformed the hiring of individuals, and online sources have become unavoidable to target healthcare professionals. HR activities need to utilize: • Healthcare-focused job boards such as Health eCareers and MedJobs. Social media sites such as LinkedIn, Facebook, and Twitter to post recruitment announcements and network. Artificial intelligence-based recruitment software that efficiently screens and matches the candidates. Online career fairs and webinars to engage the potential recruits and answer questions real-time. Well-established online presence makes the employer more accessible and attracts quality candidates who are currently job hunting. • • • • 3. School Relations Building Successful HR Strategies for Healthcare Hiring Building relationships with medical schools, nursing schools, and vocational schools is a long-term plan to develop a steady pipeline of talent. HR professionals can: HR departments have to use aggressive techniques that break away from the conventional way of hiring if they are to find top-notch medical practitioners. These are crucial measures to adopt when it comes to stocking the frontlines adequately: • • • • Develop residency and internship programs Offer scholarships and tuition credits Host guest lectures and career fairs Provide mentorship and shadowing 1. Building a Stronger Employer Brand Healthcare organizations should create a powerful By offering early internships, businesses can build brand name recognition and steal future talent before I nsights are C March 2025 26

29. they enter the job market. improves patient outcomes overall. 4. Competitive Pay and Benefits Packages 7. Engaging Talent: Employee Retention Since healthcare workers are in demand, competitive pay and benefits packages are a primary recruitment and retention tool. HR divisions must offer: Half the battle is recruitment and half the battle is retention. Turnover is costly and unsettling. HR managers must focus on: • • Sign-on incentives and relocation assistance Flexible schedules and telecommuting where appropriate Healthy and well-designed health and wellness programs Student loan repayment Training and education and professional development opportunities for continuous learning • • Rewards and recognition of employees' efforts Prevention of burnout and counseling for mental health Opportunities for career advancement and growth Open communication and feedback • • • • • Happy employees do not quit, and time and effort are also wasted in continuous recruitment as well as continuity of patient care. Not only do employees appreciate a good benefits package, but it also initially attracts applicants and ensures long-term employee retention and job satisfaction. Conclusion Maximizing the ability of healthcare professionals is a problem with many sides. Through enhanced employer branding, utilization of digital, collaboration with training schools, offering competitive pay, and a concentration on diversity and retention, HR activities can meet workforce issues. In a sector where capable professionals touch lives directly, spending on effective recruitment is not only the correct thing to do—it's essential. The future of health care is tied to a well-trained, highly motivated, and high- performing workforce. 5. Streamlined Recruitment Process The top performers are discouraged by a long and arduous recruitment process. HR professionals need to deal with: • • • Simplification of application procedures Timely interviewing and follow-up Designing data-driven hiring metrics for them to be optimized Changeover of onboarding programs with continuity without lapse - Pearl Shaw • Single platform to hire provides an excellent experience and a better opportunity to get candidates to make an offer. 6. Focus on Diversity and Inclusion Healthcare diversity increases patient satisfaction and organizational effectiveness. HR practitioners have to ensure inclusive hiring through: • Increasing recruitment outreach to underrepresented groups Eliminating implicit bias from the recruitment process Creating Employee Resource Groups (ERGs) for diverse talent Providing cultural competency training A diverse workforce introduces new ideas and • • • • InsightsCare March 2025 27

30. advantage.“ Investing in the health and well- being of employees is not just a moral imperative, it’s a strategic