HR Expert Shares Insights on Jumping Industries and Building a High-Functioning HR Department

Join us for an insightful episode with Anthony Lado, Human Resources Director at Emory Valley Center. Anthony shares valuable perspectives on building a strong HR department, managing schedules in the healthcare industry, and fostering trust and engagement to boost employee morale and productivity. Discover the power of motivation, commitment, and a culture of mutual respect for a high-performing organization in a post-pandemic work environment.

Meet Anthony Lado, a seasoned HR leader with extensive experience driving strategic initiatives in various organizations. As Human Resources Director at Emory Valley Center, he continues to excel in creating strong HR departments and fostering engagement to boost employee morale. Anthony's career trajectory highlights his expertise in strategic human resources leadership and his dedication to enhancing organizational efficiency and value for patients. Here are a few of the topics we’ll discuss on this episode of People Analytics:

• High-functioning HR departments act as partners to the business by aligning their goals with the organization's overall objectives.
• Although industries may have different revenue drivers, understanding the core revenue generators is essential for making informed decisions.
• A mismanaged schedule can be a significant factor in healthcare employee burnout.
• Schedule is often more important than money for employees in the healthcare industry.
• Trust and motivation, not surveillance, drive productivity.
• Building a high-performing culture is crucial.
• The pandemic has forced organizations to rethink traditional work structures and embrace flexible technology-enabled solutions.

Resources:

• Emory Valley Center
• StaffGeek 

Connect with Anthony Lado:

• LinkedIn

Connect with the host Lindsay Patton:

• LinkedIn 
• Email

Quotables:

• 13:25 - “So what we're doing, we have to be on stage. There's no way to remote in. Yeah. Restaurant servers, you know, hospital people is just like that. Well, there are a lot of positions. Remote is not an option. But in that standpoint, having a schedule that is manageable, that you can work four days on and three days off is there's no amount of money, bonuses, incentives that you can throw at a mismanaged schedule.”
• 11:44 - “Whenever I started a new company, I tried to go on a listening tour and I listen to everyone that I can, I try to schedule half an hour meetings with everyone from the c e o to the frontline person and just listen. I mean, I'm always amazed at the amount of money, time, and effort companies spend trying to figure out what their employees want when their employees are literally screaming at them from every, you know, communication chain. Yeah. And, and I think companies tend to overcomplicate things when it comes to that.”
• 18:00 - “I think time is something huge that we recognize we were not respecting enough before the, the pandemic makes sense. And I think the pandemic really showed us how much our time was being exploited, how much our time was being disrespected. And now we're saying, no, this is, this is precious to me.”
• 21:26 - “It's incredible how that shift has happened. You know, I went from having jobs that I could do from home, but employers that expected me to be in the office and now I'm working a hundred percent from home and there's, you know, things that were taken away that I think we are like commuting for example. Yeah. Yeah. That we just, they're part of our lives is part of our life and we just we're like, okay, we accept it and didn't realize the time that we could get back.”
• 22:19 - Lindsay: “People have different personalities. So how do you create, you know, more individualized or more, I guess, custom experiences based on those industries and personalities?”... Anthony: “Sure. That's a great question because it's something you always, so I would say it like this. I have a phrase that I, I don't know where I picked it up. I don't take credit for it, but it's always, it served me well, and it's, you know, you want to treat employees fair but not equal because it's impossible to treat everyone equally because people have different roles, responsibilities.”