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"We aim to build a strong leadership pipeline capable of empowering and motivating teams to deliver high performance. This strategy reflects our commitment to our future, our staff, and patient care quality," Clara Wee, CHRO, highlights.
Leadership development has become a cornerstone of the modern HR strategy. Organisations are increasingly recognising the pivotal role of effective leadership in driving growth, innovation, and overall success. HR teams, as strategic partners, are at the forefront of cultivating and nurturing leaders who can navigate complexity, inspire teams, and deliver exceptional results.
As more companies strive to empower their employees to reach their full potential, foster a culture of continuous improvement, and build a sustainable talent pipeline, the National University Hospital (Singapore) aims to stand out, as attested by its gold award for 'Excellence in Leadership Development' at the HR Excellence Awards 2024, Singapore.
Catching up with Clara Wee, Chief Human Resource Officer at National University Hospital (Singapore), we learn about the strategies and philosophies that have driven her organisation to new heights, how having a guiding principle has shaped the company's success, and more.
Q. What was the motivation that sparked your passion & business case for pursuing your outstanding people strategy?
At NUH, 'Incredible Care for People' stands as one of our key strategic pillars which is passionately championed by our chief executive officer (CEO), Professor Aymeric Lim, and our entire leadership team. With this guiding principle at the forefront, we recognised the critical importance of nurturing leaders within NUH and the need for a structured leadership roadmap tailored to different career stages. Our comprehensive strategy is designed to:
- Cultivate leadership skills across all managerial levels
- Support career growth and progression
- Promote interdepartmental collaboration
- Boost organisational engagement and foster a culture of continuous learning
We aim to build a strong leadership pipeline capable of empowering and motivating teams to deliver high performance. This strategy reflects our commitment to our future, our staff, and patient care quality. By investing in our leaders and leveraging both internal programmes and external opportunities with cluster and ministry initiatives, we create a ripple effect of positive change, driving innovation and consistently delivering excellent healthcare services to our patients.
Q. Looking back, can you share a challenge that you overcame in your journey of HR excellence? How did you triumph?
One challenge encountered was developing a comprehensive leadership programme that could effectively cater to diverse professional groups within NUH. The unique nature of each profession—be it nursing, allied health and pharmacy, or administration—meant that a one-size-fits-all approach would not suffice.
To overcome this challenge, we adopted a multi-faceted strategy. First, we conducted focus group sessions with our potential participants to gain deep insights into their learning needs. We also engaged in discussions with advisors and subject-matter experts to define the objectives and deliverables for each module in the leadership series.
Our triumph came in the form of an innovative solution: we designed a hybrid programme structure. This included generic modules attended by interdisciplinary groups, fostering cross-departmental collaboration, as well as job-specific modules tailored to enhance leadership competencies unique to each professional area. This approach not only allowed us to maintain our goal of promoting interdepartmental synergy but also ensured that we addressed the specific leadership development needs of each professional group.
Q. Beyond the recognition, what impact do you hope your feature in the HR Excellence Awards would have on the HR community and manpower landscape?
We hope to inspire other organisations to prioritise leadership development as a strategic imperative. As supported by extensive research and theoretical frameworks, human capital, which encompasses skills, motivation, knowledge, and leadership, is a catalyst for sustainable competitive advantage. Organisations that invest in their employees' development can foster innovation, enhance employee engagement, and ultimately achieve long-term success. By sharing our experiences and best practices, we aim to contribute to a more vibrant HR community and raise awareness of the crucial role human capital plays in organisational success.
Q. Could you share some advice you would give to others aspiring to follow in your footsteps?
Leadership development is often perceived as a cost, but it can be a strategic investment. When misaligned with organisational goals, leadership competencies, or succession planning, it may yield limited returns. However, when implemented effectively, it can drive significant benefits.
Here is some advice:
- Conduct a thorough needs assessment that will help you identify specific leadership competencies and the right individuals to invest in.
- Strive to create a supportive environment that values leadership development, provides access to resources and fosters a culture of continuous learning.
- Stay informed of industry trends to ensure your leadership development programmes remain relevant and effective.
- Instead of relying solely on traditional metrics, consider measuring success through employee satisfaction, cultural change, and leadership pipeline development.
- Investments in leadership development, like any investment, require time to yield results.
Q. Let's talk inspiration! Who has been a driving force behind your success?
Our success is a testament to the collective efforts and dedication of numerous stakeholders across NUH. We are grateful for the unwavering support of our senior management team, the valuable insights of our advisors across job groups, and the expertise of our subject-matter experts across departments.
We would like to extend our gratitude to our participants and their reporting officers who embraced our programmes and helped to generate positive word-of-mouth, inspiring subsequent cohorts to participate. The unwavering support and enthusiasm of all stakeholders have been a constant source of motivation for our team, driving us to strive for excellence.
Read more interviews on why organisations have won trophies for their HR practices – head over to our Winning Secrets section!
Photo: Provided
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