Summary Healthcare organizations operate amid persistent complexity, yet the success of strategy, transformation, and performance ultimately depends on workforce engagement, trust, and alignment with purpose. This article examines the partnership between the CEO and chief human resources officer (CHRO) as a critical, yet often underleveraged, driver of organizational effectiveness in healthcare, and how the CHRO can serve as a strategic partner to the CEO for navigating disruption and sustaining performance. Using real-world examples from periods of significant change at Virtua Health, the article outlines six practices that strengthen the CEO-CHRO partnership: (1) embracing constructive discomfort and candid dialogue, (2) ensuring direct access and alignment between the CEO and CHRO, (3) extending trust into the boardroom, (4) treating employee listening as operational intelligence, (5) investing in long-term workforce pathways rather than short-term staffing needs, (6) and leading with adaptability rather than command-and-control authority. Central to these practices is recognizing the CHRO as the organization’s “chief culture champion,” uniquely positioned to interpret workforce data, translate strategy into behavior, and steward shared values. The article concludes that the rapport between the CEO and CHRO materially shapes how change is experienced—either as purposeful progress or uninformed, imposed disruption. In healthcare, where human connection underpins quality, safety, and access, this partnership is a catalyst for workforce resilience and organizational performance. Strengthening the CEO-CHRO partnership represents one of the most practical and impactful levers available to healthcare leaders confronting today’s challenges and future uncertainty.
Dennis W. Pullin (Tue,) studied this question.
Synapse has enriched 5 closely related papers on similar clinical questions. Consider them for comparative context: