It’s a comprehensive change activity. We surveyed employees, assessed our current processes and benchmarked our capabilities against industry best practices. All of that data shows where we have areas of strength and where we have some gaps. The transformation effort is about closing those gaps and building an HR function that is able to deliver and execute on a level the organization requires. This includes upgrading our HR technology infrastructure, because our current technology is obsolete and a detriment to our ability to deliver a world-class employee experience. And it’s about developing a people strategy that solidifies our ability to attract, retain and inspire our workforce to deliver on our mission.

HR-CARES is our internal HR culture initiative. There were some areas within our own HR function that were not as strong and healthy as we needed going forward. So we developed ‘The 12 Commitments’ to articulate the work environment that we’re committed to creating and providing for our workforce. As part of that effort, we branded our HR culture—HR CARES—Collaboration, Accountability, Respect, Excellence, Service. It’s a way to demonstrate our commitment to our culture, with the belief that if we create and reinforce that culture within our own function, then it will translate into how we deliver outcomes and results to the business.

We need to understand why people come here, why people stay here and what are the things that we can offer that distinguish us in the competitive Bay Area marketplace. We don’t have the stock options, the cultural agility and the workplace novelty that you find in start-ups or technology companies. Our currency has more to do with our mission and our clinical reputation, and the impact we have on our community and society. It has a lot to do with the innovations and discoveries that are coming from our School of Medicine, our University and our faculty research partners, and our reputation as a preeminent health care organization. But we need to identify the other elements that go along with that in terms of rewards, compensation, career support and development. Our People Strategy will help us identify our top priorities, and have a multiyear roadmap of initiatives that will align with, and help drive our overall business strategies.

First and foremost, the Stanford brand and reputation, and the new leadership team driving transformational change. It’s exciting to join SHC at a time when we are recreating our strategic plan and it’s a great opportunity for me to help contribute to shaping the culture. I was also compelled by the opportunity to step into the Chief Human Resources Officer role, to bring my vision, passion, sense of urgency and desire to upgrade the HR function and drive that preeminent employee experience. I find myself consistently drawn to health care because the mission is so compelling and the opportunity for impact is so great.

Besides my family and my work, cooking is my other passion. We have two acres filled with vegetable beds, fruit trees and grapevines that inspire my culinary exploits. I enjoy trying out new recipes with friends and family, and bringing my favorite dishes like my guacamole, baked beans and pear tart, to work.