In an industry focused on saving lives, how can HR make sure people are bringing their best selves to work every day?
Learn how talent leaders from Hackensack Meridian Health use data and technology to give their employees the right tools to build engagement.
For more information, visit ADP.com
Christian Gomez, ADP Vice President Strategy, Global Enterprise Solutions
In your industry even more so than most. Credibility is so important in terms of the initiatives that you roll out, because I can only imagine in the health care context. Typically, what I hear from a lot of H.R. Leaders is they usually their comeback is I'm trying to save lives here, and you want me to do an HR initiative.
Linda McHugh, Hackensack Meridian Health Executive Vice President, Chief Experience and People Officer
One of the beauties of it, and I've seen, obviously through your background, the skill within which your teams have deployed, a lot of the different initiatives that you've had. Make them feel very organic, like it's something natural that I would want to do. It is an extension of an expression of myself. Can you tell us a little bit about why that authenticity and genuineness is so important to the way that you engage with your not just your leaders, but your caregivers at large?
Well, I think that, we we're inclusive. We're super inclusive culture. And so we truly believe that we're a team. So I think we use appreciative inquiry. So they have a voice in the tools that we give them. It's not us telling them the tools that they have to use the tools they select, the tools that they believe are going to work for them.
And then we make it easy for them to get to the tools, to use the tools. I'll also add a comment about the leadership development piece. So we do teach the traditional, right? So we have a team at Hackensack Medical University. We use LinkedIn learning. We have executive leadership development programs where we teach the leadership theory. But you know that only go so far.
Then you've got to put it into action in the how you do things is more important sometimes than the what and the why. And so I think that's where the behaviors come in. And that where leaders then can see the difference by the data. If they do lean in and they do check in, they do do the huddles, they do inform their teams.
They celebrate, they evolve and communicate, which is what we call the standard work that works on top of the check ins. They see a difference. So, you know, I think outcomes make a difference.
