In 2026, the word that defined how health system CHROs talked about their workforces was retention. The goal had spread into pay structures, development programs, well-being initiatives and conversations about Generation Z. Keeping people was the measure of whether a workforce strategy was working.
What five people leaders are naming as their defining word for their 2027 workforce strategy suggests the field is building on that foundation. The words they chose — adaptability, transparency, alignment, empowerment and thrive — are different in emphasis, but share a common orientation. Each reflects an investment in people: in their careers, their clarity about the future and their sense of belonging within the organization.
Julie Ann Alvarado-Dubek, chief administrative and people officer of Phoenix-based Banner Health: Transparency.
The premise behind Ms. Alvarado-Dubek’s word is direct.
“People commit to organizations that are honest with them,” she said. “About career growth, skills development, next steps, and even retirement planning. When those conversations happen openly, trust follows.”
At Banner, transparency begins early. More than 3,500 high school students gain hands-on exposure to healthcare each year through programs such as Camp Scrubs. Another 7,000 nursing students are trained annually, alongside more than 1,300 residents and fellows across more than 80 graduate medical education programs.
“At every stage, we’re making the path forward visible and clear,” Ms. Alvarado-Dubek said. “When people can see where they’re headed, they stay, they grow, and they lead.”
The initiative putting transparency into action in 2027 is a system of structured career conversations. Not annual reviews, Ms. Alvarado-Dubek said, but regular, intentional dialogue between employees and their leaders about goals, growth and even plans to retire.
“Too often, those conversations happen too late or not at all,” she said. “A team member quietly starts looking elsewhere because no one asked about their goals. A leader is blindsided by a retirement because it was never openly discussed. Transparency closes that gap.”
At Banner, every team member meets with their leader midyear to discuss and document career aspirations, development opportunities and a professional challenge to grow. The process carries roughly 99% participation year over year, Ms. Alvarado-Dubek said.
Eric Cole, corporate senior vice president of human resources of San Diego-based Scripps Health: Adaptability.
Mr. Cole said Scripps pursues adaptability through culture as much as through operations, specifically through belonging and relationships rather than processes and technology alone.
“In 2027, workforce success will be defined by our ability to continuously adapt talent, skills, and resources to evolving patient, workforce, and business needs,” Mr. Cole said. “At Scripps, adaptability means creating a workforce that can learn new skills, move into emerging roles, embrace new technologies and AI, and respond to changing care delivery models without losing sight of what makes us unique.”
He added that employees are more willing to adapt when they feel valued, supported and connected to a larger purpose.
“This combination of adaptability and belonging creates both organizational resilience and employee loyalty,” he said.
To put the word into action, Scripps is building career pathways and transition training programs for high-demand clinical roles. The initiatives include radiology tech-to-CT tech and radiology tech-to-IR tech pipelines, specialty nursing programs, surgical technologist development and student-to-employee conversion strategies.
“These initiatives create an internal talent marketplace that allows employees to move into new roles as workforce needs change rather than relying solely on external recruitment,” Mr. Cole said.
Michelle Mahaffey, chief people officer of Dallas-based Children’s Health: Alignment.
For Ms. Mahaffey, alignment is not about everyone thinking the same way. It is a shared understanding of what matters most and the organizational structures that make it possible to act on that understanding across departments and teams.
“At Children’s Health, we have an incredibly talented team of people who share a common purpose: making life better for children,” Ms. Mahaffey said. “As we look to 2027, our focus is on creating greater clarity around our priorities and strengthening collaboration across teams.”
The initiative putting alignment into action in 2027 is a more intentional approach to goal-setting, priority communication and resource allocation, one that also listens to what team members say about the challenges they face and finds ways to work more effectively across departments.
For Ms. Mahaffey, the system’s values — selfless service, passionate advocacy, commitment to excellence and unwavering integrity — serve as the road map for that work.
Adriene McCoy, chief people officer of Coral Gables, Fla.-based Baptist Health South Florida: Empowerment.
Ms. McCoy’s word for 2027 is grounded in investment, in development, professional growth and the resources that allow people to advance their careers while delivering better patient care.
“Continuing to invest in development, professional growth opportunities and resources that empower our team members to thrive, advance their careers and deliver exceptional patient care for the community,” Ms. McCoy said.
Maxine Carrington, chief people officer of New Hyde Park, N.Y.-based Northwell Health: Thrive.
For Ms. Carrington, thriving in 2027 starts with financial well-being, and Northwell is expanding its commitment to that goal for its team members.
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