A new look at people management, post pandemic, in Health

Crises bring opportunities to learn, unlearn and do things differently, including in people management, and especially in health. We live in a moment where there are more questions than answers, about something we still do not know; a virus that suddenly moved everything! This new world has led us to revisit and better understand who we are, where we are and who is with us on the journey of being alive on this planet.

The health sector needed to “get ready” for the new world and its impacts. Looking inside was inevitable; culture, structure, governance model, work, communication, customers, suppliers, security, education, processes, technology, logistics and, last but not least, PEOPLE! The speed of digital transformation was already causing significant changes in health; Covid-19 accelerated this change, directly impacting health because the people who work there are the most impacted, they are on the front line.

Themes related to mental health, labor, and other aspects, which were treated on time, are now together and mixed; socio-emotional issues, burnout in particular, are intensified. The HR area, which in many organizations was dedicated to providing support for routine issues in the area itself, now becomes more systemically involved in the face of the sector’s complexity and participates in high-impact decisions in the sector and in people.

HR becomes more integrative in health organizations, accepting that human behavior is not uniform, that plurality and unpredictability must be considered in their practices, working with other areas to build solutions for “now”. Management will not be the same; new models of work, remuneration, training, development, attraction, talent management must be considered. Technological tools, data analysis for decision making and predictive analysis for preventive actions must also be incorporated. The HR area must effectively be a protagonist in the change!

This transformation in behaviors and relationships influences the work environment. The human being must be seen in an integrated way; physical, emotional, and now virtual body, its new ways of learning, relating and, above all, its individuality. Command and control no longer fit into actions with people; a new human appears, and the HR area is placed in a position of facilitation, involving:

Facilitation to create more collaborative, reliable, and less hierarchical relationship networks – Revisit what is in fact fundamental in the organizational design and not be attached to cold and non-functional structures.

Facilitation for digital transformation – new work models must be streamlined as they are already configured, even before the law regulates them; see the home office that came into our lives so suddenly.

Facilitation to connect the human to the purpose of his activity – to engage him, motivate him to belong to something that develops him, generates personal and professional growth, and respects his individuality.

Facilitation to welcome, listen, dialogue, include and take care of those who care for others – “Facilitating is an art that is revealed in simplicity and presence”, defines Alexandre Moreno. And, people management, it should be like this …

HR already experiences a more complex, dynamic, and accelerated system that will require new skills and courage to abandon much of what has been learned so far …. What are the new skills? I would venture to say that I still do not know and that will be part of the new way of being HR, not knowing everything and working hard to learn day after day!

Elizabeth Cerqueira Leonetti 

Elizabeth was Director of Human Resources in the health, retail, and services sectors. She is a professor in graduate courses at Centro Universitário São Camilo and a partner at Adesione Gestão em Capital Humano. Social Worker, PUC -SP, postgraduate in Business Administration with an emphasis on people management from FAAP-SP.

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