With a keen focus on shaping innovative HR strategies in a complex healthcare environment, Ekta Vyas stands at the forefront of human resources leadership. She currently serves as the Chief Human Resources Officer (CHRO) for Keck Medicine of USC, where she plays a pivotal role in shaping and executing HR strategies across the health system. Her journey into the world of HR is a fascinating one, marked by unexpected turns and a relentless pursuit of growth and excellence.

Originally from India, Ekta had initially set her sights on a career in Indian Civil Services, aspiring to become an Indian Administrative Services (IAS) officer. However, life took an unexpected turn when her husband accepted a job in the United States. This significant move required Ekta to rebuild her career from the ground up in a new country.

Once in the U.S., Ekta pursued a Master of Science degree in Industrial/Organizational Psychology. This academic pursuit opened doors to the HR field, where she began to engage in short-term management consulting projects, focusing on talent and people management. Her passion for Industrial/Organizational Psychology naturally led her to a career in Human Resources.

Ekta’s first significant HR role was at San Jose State University, where she worked for nearly four years. During her time there, she gained experience across several critical HR functions, including Compensation, Performance Management, Recruitment, and HR Technology. This foundational experience laid the groundwork for her future success in the healthcare sector.

In 2006, Ekta transitioned into healthcare by joining Stanford Healthcare. Over the next 14 years, she climbed the ranks from Manager to Executive Director, gaining expertise in a diverse portfolio of HR functions, including Compensation, Total Rewards and Recognition, Talent Acquisition, HR Business Partner Services, HR Technology, and Diversity, Equity, and Inclusion (DEI). During this time, she also completed her doctorate in Organization and Management, with her dissertation focusing on transformational change, leadership emotional intelligence, and work engagement in healthcare.

In May 2020, Ekta took on the role of Deputy Chief HR Officer for UC Davis Health System. She joined during the height of the COVID-19 pandemic, a challenging time for HR leaders worldwide. At UC Davis, she was responsible for a broad portfolio of HR services across the health system inclusive of UC Davis Medical Centre, the School of Nursing, the School of Medicine, and Ambulatory Services. Her tenure at UC Davis was marked by several key accomplishments, including the launch of a resilience program series, the Culture of Listening initiative, critical DEI assessments, and the Digital Workplace program—one of the first of its kind launched by a healthcare employer in the nation.

In July 2022, Ekta joined Keck Medicine of USC as their health system CHRO. In this role, she continues to drive HR strategies that align with the health system’s goals, the rganization’s talent and people strategies with its business growth strategies, and creating synergistic partnership with University HR on matters involving shared governance.  Additionally, Ekta is leading a key initiative towards full integration of USC Arcadia workforce into Keck Medicine of USC. Previously known as Methodist Hospital of Southern California, USC Arcadia is the newest acquired entity that became part of the health system in July 2022.

Tailoring Strategies to Support Keck Medicine’s Growth

Ekta is spearheading the development and execution of human resources strategies at Keck Medicine during a crucial period of expansion. Her role involves serving as the primary executive liaison between Keck Medicine’s HR department and key stakeholders across the system, including her executive peers at corporate and entity level, the health system’s board of directors, and the University of Southern California.

Ekta emphasizes that for HR strategies to be effective, they must be closely aligned with both the internal and external business environments. She notes that HR departments often get bogged down in the day-to-day operational support for business leaders, which can hinder strategic development. To counter this, Ekta is driving a transformation in Keck Medicine’s HR operating model, which involves revamping the HR organizational design, processes and infrastructure  to implement a systemwide framework of HR partnership supporting the organization strongly for scalability and growth.

One of the key initiatives under her leadership is the launch of an HR Business Centre in January 2025, which will centralize all transactional work across the entire system. This central hub aims to streamline HR processes, reducing the time HR staff spend on transactional tasks and allowing them to focus more on strategic initiatives.

Keck Medicine is an Academic healthcare institution and currently includes two acute care hospitals, Keck Medical Center and Norris Cancer Center, two community hospitals, Verdugo Hills Hospital and USC Arcadia, and over 80 ambulatory locations. Upon joining Keck Medicine, Ekta initiated an HR transformation effort within her first six months. Her core strategy focuses on balancing operational support with program design and deployment through a systems approach. This approach is designed to meet the needs of the entire system while allowing for the necessary customization for each individual entity.

The transformation effort is structured in phases, with Phase 1 focusing on realigning HR leadership for a more effective organizational design, investing in Centres of Expertise (COEs), digitalizing HR service delivery, and strengthening HR partnerships with different entities. The COEs are tasked with designing new programs and evolving existing ones to meet the diverse needs across the system.

A key aspect of the transformation is enhancing technology to digitalize HR service delivery. Ekta is working closely with University HR to optimize Workday, the core HR technology platform, to generate efficiencies and scalability.

Now in the second year of transformation, the HR COEs at Keck Medicine are strengthening their strategic focus by launching positive employee relations and labor relations strategies, strengthening the employer brand, and a stronger focus on employee communications and experience as measured by key metrics and advanced analytics.

Ekta’s approach to HR strategy development is firmly rooted in understanding the talent market and workforce dynamics that impact the various entities within the larger system. She cautions against a one-size-fits-all approach, noting that such strategies can potentially create more problems than they solve. By tailoring HR strategies to the specific needs of each entity, Ekta’s team aims to ensure that Keck Medicine’s HR function is both responsive and proactive, supporting the organization’s growth and success during this period of expansion.

Transformational Leadership in Action

Practicing emotional intelligence is a cornerstone of Ekta’s leadership approach, providing her with the clarity and thoughtfulness necessary to make sound judgments and decisions, particularly in high-stakes, high-stress situations. She recognizes that a significant portion of her leadership responsibilities revolve around understanding and managing the impact of organizational climate, culture, and relationships on people’s emotions. In such instances, finding balance and staying level-headed is crucial, as unrecognized and unmanaged emotions can lead to increased conflict and misunderstanding.

As a transformational leader, Ekta drives significant changes that often require influencing mindsets and behaviors. She understands that change has a profound emotional impact on individuals and can create challenging situations for those leading the change. By assessing difficult situations with a heightened awareness of her social surroundings at work and choosing her battles wisely, Ekta finds it easier to manage these challenges. Her emotional intelligence also empowers her with the courage to take necessary actions, understanding that a leader’s responsibilities often involve making tough decisions that serve the greater good and help steer the team toward a positive future.

Ekta speaks on a broad range of topics relevant to the fields of organization and talent management. Her recent speaking engagements have covered subjects such as culture, leadership, strategy, emotional intelligence, talent management, organizational branding, women’s health, and the current healthcare environment. In April 2024, Ekta appeared on the TEDx Santa Barbara Salon, Making Waves: Conversations with Influencers and Disruptors. Her talk was titled,: Reciprocate to Transform: The Power of Collective Organizational Consciousness.” In her talk, she discussed the urgent need for transformation in human relationships and the critical role of reciprocation in redefining transformational leadership.

Decoding Organizational Culture

Ekta recognizes that culture is one of the most challenging aspects to measure in HR or within an organization because it is something that is deeply felt rather than easily quantified. She firmly believes in the iceberg analogy of  culture , where much of what defines it—shared assumptions, beliefs, and values—lies beneath the surface. This underlying aspect of culture has notably shifted in recent years, making it even more complex to grasp fully.

To truly understand an organization’s culture, Ekta emphasizes the importance of listening to the employee voice. This involves implementing multiple channels to gather feedback from employees, such as surveys, check-in meetings, and creating new portals or methods for employees to share their thoughts. By actively seeking out and valuing employee feedback, leaders can gain deeper insights into the cultural dynamics at play within their organization.

Ekta also stresses the crucial role of leaders in shaping and understanding culture. Leaders who are proactive in communicating with their workforce and who consistently seek feedback directly from employees can often get a more immediate and authentic sense of the organizational culture. This direct engagement allows leaders to influence culture more effectively, rather than waiting for formal surveys or feedback mechanisms.

Blending Scholarship with Practical Experience

Ekta’s approach to managing significant company transformations is deeply rooted in her identity as a scholar-practitioner who is committed to continuous learning. She believes that successful change management cannot be achieved with a one-size-fits-all model. Instead, each transformation requires a unique approach, informed by thorough research at the beginning of each project.

“Every transformation I’ve led has needed something different,” Ekta notes, drawing on her extensive academic background, which includes a terminal master’s degree in industrial and organizational psychology and a doctorate in organization and management. Her PhD research focused specifically on the relationship between leaders’ emotional intelligence and staff work engagement during transformational change, a topic that aligns closely with her practical experience in leading organizational shifts.

Ekta’s work has spanned various critical initiatives, including:

• Building Teams, Technology, and HR Program Infrastructure: She has focused on creating robust infrastructures that support organizational growth and transformation.
• Leading the development of a robust recruitment infrastructure to drive the Workforce Strategy for  Opening of the new facility of Lucile Packard Children’s Hospital Stanford which opened in 2017. Ekta led a team of professionals who played a pivotal role in shaping the staffing and workforce planning function  for the launch of this new facility, ensuring that the right talent and processes were in place to support its operations.
• Championing Process Improvement with Measured Success through Lean Implementation: She has successfully implemented Lean methodologies to streamline processes and improve operational efficiency, and has appeared in podcasts to share her transformational initiatives driven by Lean.
• Establishing the Inaugural DEI Program and Governance Structure at Stanford Children’s Health: Ekta has also been instrumental in launching diversity, equity, and inclusion (DEI) initiatives and a governance structure for DEI work at Stanford Children’s prior to her transition into the Depiuty CHRO role at UC Davis Health.

Through these efforts, Ekta demonstrates her belief in the power of tailored, research-driven approaches to managing change, always with an eye toward learning from both past successes and failures.

Championing Evidence-Based Leadership

As an Industrial/Organizational Psychologist, Ekta champions evidence-based management practices in her leadership approach. Her research interests span leadership, emotional intelligence, strategy and operations, and workplace culture and engagement. She places particular emphasis on emotional intelligence, recognizing it as a foundational competency for effective leadership, especially in healthcare. Emotional intelligence, in Ekta’s view, encapsulates essential skills such as self-awareness, social system awareness, empathy, and compassion—qualities that are indispensable for healthcare leaders.

Key Leadership Qualities and Competencies in Healthcare, According to Ekta:

• Emotional Intelligence: Ekta underscores the importance of emotional intelligence in leadership. For her, this skill encompasses a range of competencies, from self-awareness to understanding and navigating social systems, all of which are critical in healthcare. Emotional intelligence allows leaders to connect with their teams, understand patient needs, and navigate the complexities of the healthcare environment with empathy and compassion.
• Ecosystem Awareness and Systems Thinking: In today’s interconnected business environment, Ekta believes that ecosystem awareness is crucial. Leaders must be strategic thinkers who understand the broader systems within which they operate. This is particularly important in healthcare, where collaboration, interdependencies, and cross-functional partnerships are becoming increasingly vital as the boundaries between sub-markets in care delivery diminish.
• Cultural Sensitivity and Intelligence: With the growing diversity in the healthcare industry, both from an employee and patient perspective, Ekta emphasizes the need for cultural sensitivity and intelligence. Leaders must be aware of the social determinants of health and foster inclusive organizational cultures to meet the heightened awareness and scrutiny in this area.
• Humility and Learning Agility: As consumer preferences continue to evolve, Ekta stresses the importance of humility and learning agility. Leaders must be open to learning and adapting to these shifts to remain responsive to consumer needs.
• Shared Leadership and Governance Models: Ekta advocates for shared leadership and collaborative decision-making. In healthcare, where decisions impact patient outcomes, inclusive governance models that involve multiple stakeholders are essential for effective leadership.
• Technological Savvy and Data Literacy: In the increasingly data-driven healthcare industry, Ekta believes that leaders must be technologically savvy and comfortable with data. This competency allows them to leverage technology and data to make informed decisions and improve patient care.
• Inclusive and Socially Aware Leadership: Ekta highlights the need for leadership that is both inclusive and socially aware. Healthcare leaders must navigate a landscape where social issues, such as equity and access to care, are of paramount importance.
• High Vigilance and Knowledge Seeking: Given the rapid changes in the healthcare industry, Ekta believes leaders must be vigilant and continuously seek knowledge. They need to stay abreast of industry shifts and evolving worker skillsets to lead effectively in a dynamic environment.
• Balancing Bureaucracy and Agility: Finally, Ekta recognizes the challenge of balancing the bureaucracy inherent in a heavily regulated industry like healthcare with the need for fast, effective decision-making. As consumers become more alert and have more choices, healthcare leaders must navigate this balance to remain competitive and responsive.

Ekta’s holistic approach to leadership in healthcare reflects her belief in the integration of emotional intelligence with strategic, cultural, and technological competencies. By fostering these qualities, she aims to serve and lead in healthcare organizations that are not only efficient and innovative but also compassionate and inclusive.

Strategic Approach to the Complexities of the CHRO Role

Navigating the complexities of the CHRO role is no small feat, and Ekta understands this better than most. At the heart of her responsibilities lies the challenge of balancing paradoxes—an intricate dance between the developmental and risk-mitigation aspects of managing an organization’s human capital. For Ekta, this means striking a careful equilibrium between cost stewardship and the necessary investments in talent development, recruitment, and retention. It’s about enforcing policies and practices that foster a fair and just environment while ensuring that the organizational culture remains people-centric.

The weight of this responsibility is something Ekta does not take lightly. Her primary concern is to lead with integrity, ensuring that the advice and decisions made by her and her team are grounded in just cause and action. “The HR function requires a certain level of neutrality and prudence,” she emphasizes, noting that while it’s crucial to cultivate strong relationships across the organization, it’s equally important to provide business leaders with the right advice—even if it’s not the most favorable.

As a CHRO, Ekta is keenly aware of the need to pivot and adjust existing programs while also being innovative enough to offer creative solutions that support evolving business needs. Yet, this innovation is not without its constraints. “While creativity and innovation can be exercised in areas of employee development, we are also governed by federal and state laws on workforce management,” she points out. This delicate balance between fostering an employee-friendly environment and mitigating risks is what makes the role so fascinating for Ekta. It’s a continuous effort to influence organizational culture positively, all while navigating the inherent checks and balances that come with the territory.

Building a Learning Community

For Ekta, the development of employees and teams is not just a priority—it’s a passion. Throughout her career, one of the most fulfilling aspects has been investing in the growth of those around her. “Growth comes in many ways,” she reflects, underscoring her commitment to fostering an environment where learning is not just encouraged but is an integral part of the organizational culture.

Ekta has always been a strong advocate for team development, supporting her team members’ aspirations by sponsoring certifications, conference attendance, and educational goals. However, she believes that the most profound learning happens through experience. “I am quite comfortable empowering my team members and challenging them with stretch goals,” she says. By pushing them out of their comfort zones, she encourages them to research more, learn more, and ultimately enhance their work. Her forgiving nature as a leader makes these learning journeys less daunting, allowing her team to explore new ideas without fear of failure.

Professional development, especially outside the traditional HR realm, takes many forms under Ekta’s leadership. While there are established programs to develop clinical expertise across various areas of the organization, Ekta has made leadership development a central goal within her HR transformation efforts during her two-year tenure at Keck Medicine. A cornerstone of this transformation is the enterprise Leadership Development Framework envisioned as a critical strategy within the HR transformation roadmap. The framework has recently been launched across the enterprise and focuses on core competencies that today’s healthcare leaders need to drive value, coupled with a customized approach that answers a pivotal question: “What does it mean to be a leader at Keck Medicine?”

Ekta’s dedication to development extends beyond just her immediate team. Recently, she directed an effort to secure state funding through the Healthcare Workforce Advancement Fund. Delivered by the Employment Training Panel, a state agency that reimburses the cost of employer-customized job skills training, this program is set to significantly enhance staff development. Ekta and her team are currently identifying areas of potential growth and planning how to maximize the benefits of this funding.

In addition to these initiatives, Ekta’s organizational development experts collaborate with leaders throughout Keck Medicine to offer training programs, interventions, and staff retreats. These efforts are all part of a broader mission to create a culture of learning across the organization. For Ekta, investing in people’s growth is not just about professional development—it’s about building a thriving community of learners who are equipped to meet the challenges of today’s healthcare landscape.

Building a Scalable and Strategic Future

Ekta’s vision for HR at Keck Medicine is clear and ambitious: to establish a top-tier HR team that seamlessly partners at every stage of the employee lifecycle, delivering an exceptional experience for both leaders and caregivers. Her focus is on creating an HR function that not only meets the immediate needs of the organization but is also poised for future growth.

Ekta recognizes the importance of system-building within HR programs and policies. “From a futuristic perspective, it is crucial to have a program and technology infrastructure with an operating model that is scalable,” she emphasizes. As Keck Medicine continues to expand, the need for a robust, adaptable HR framework becomes increasingly vital. This means developing systems and policies that can grow with the organization, ensuring consistency, efficiency, and excellence across all levels.

The ongoing HR transformation at Keck is being approached with careful consideration of these factors. Ekta is leading this transformation with a forward-thinking mindset, ensuring that the development and deployment of new programs and technology are aligned with the organization’s long-term goals. This transformation is not just about immediate improvements; it’s about building a scalable, resilient HR infrastructure that will serve Keck Medicine well into the future.

By focusing on scalability, system-building, and strategic alignment, Ekta is positioning HR at Keck Medicine as a driving force behind the organization’s success, ensuring that HR remains a strong partner in delivering the best possible experience for all employees. In a recently developed HR manifesto and culture equation for the HR brand at Keck Medicine, HR’s leadership team and staff developed and committed themselves to a purpose that states: HR is the catalyst that courageously empowers people to collaborate and serve with excellence.

Guide for HR Leaders in Healthcare

Ekta’s advice to aspiring HR professionals aiming to make a significant impact in the healthcare industry is both pragmatic and insightful. “To make an impact in the industry, you must first understand how the industry operates and how your organization functions,” she advises. This foundational knowledge is crucial for identifying areas where HR can make a meaningful contribution.

Despite the emphasis on strategic HR, Ekta highlights a critical reality: HR leaders must consistently demonstrate how their initiatives positively affect the bottom line. “Being able to make a compelling business case for HR’s impact is essential,” she notes. This means showing how HR strategies align with and support organizational goals, ultimately contributing to financial and operational success.

In today’s data-driven world, Ekta underscores the importance of being data and technology savvy. “Leveraging the power of analytics becomes quite critical,” she explains. The ability to analyze data and use technology effectively helps HR professionals make informed decisions and drive improvements that can significantly impact the organization.

Moreover, Ekta highlights that the healthcare industry’s complex regulatory environment demands a strong knowledge base. “Healthcare is a heavily regulated industry that requires extra training and a thorough understanding of compliance,” she warns. For those aiming to succeed in this field, gaining expertise in healthcare regulations and standards is vital.

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