Imagine the possibilities Gender parity, a stronger network and greater impact
The HBA board “imagined the possibilities” in the second half of 2015 as we crafted a new five-year strategic plan. Glenn Tecker, international consultant to associations, defines strategy as “an organized response to the environment, based upon a particular set of goals, that seeks optimal benefits to the organization’s stakeholders in order to pursue the greatest possible advantage of opportunities and distinguish the organization from others.” Glenn worked with the board, chapter presidents and presidents-elect and the HBA senior staff to lead us through a proven process to create a successful strategic plan. As a result, we seek to increase our focus on greater and targeted value to those we serve and the outcomes we wish to accomplish as an organization. Our strategic planning process started by building a data- driven foundation using an environmental scan based on market research to understand industry trends and the realities confronting our members and corporate partners.
The research included feedback from our HBA advisory board members. We gathered their opinions on the role the HBA plays in preparing women leaders and helping companies move women into leadership positions. Additionally, their input will help us prioritize focus areas in terms of segments of the healthcare industry and career stages of our members.
We conducted phone interviews with HR and talent management leaders who offered insight into talent sourcing needs in the industry and how the HBA can serve women at all stages of their careers. For the first time, we surveyed women in healthcare who were not aware of the HBA. Our goal was to better understand the potential HBA member base in terms of the drivers and barriers to joining any professional, nonprofit organization. To our delight, we had a difficult time finding women who had not heard of us. Additionally, a team of dedicated volunteers created a structured resource library with independent research on gender parity, unconscious bias, second-generation bias and compensation as well as past HBA studies. Their findings allowed us to examine the HBA’s value to women, companies and the industry in a larger context.
In June, we shared the research findings with our advisory board who level-set the findings and offered recommendations. Those recommendations were, in turn, shared at the strategic planning retreat held in July. The result is a draft strategic plan with three goals for the HBA to assure our in influence and impact:
Goal A: Gender parity. The HBA will work to increase the percentage of women in healthcare leadership roles.
Goal B: Network of strategic relationships. Healthcare companies and other organizations will collaborate to produce outcomes that constituencies alone could not achieve.
Goal C: HBA impact. The HBA will have a meaningful impact on healthcare globally with a greater presence and awareness in all regions of the world.
This fall the board will finalize these goals, build out strategies and structure resources to execute on this five-year plan. We also agreed on a refined set of core values that forms the basis for the way that we will execute these goals and how the HBA will be defined:
Relevance: Demonstrated by visionary leadership, forward-looking strategy and the perseverance to drive change; evidenced in achievement of measurable progress on gender-parity and member engagement.
Integrity: Demonstrated by honesty, transparency and accountability; evidenced in an earned reputation for professionalism, trustworthiness and value.
Community: Demonstrated by mutual trust and respect, appreciation of the value of diverse perspectives and the power of inclusion; evidenced in a culture that values relationships and the power of a broad, collaborative business network.
Engagement: Demonstrated by personal involvement, supportive behavior, dedicated volunteers and a collective commitment to actively helping other women succeed; evidenced in mutual support, active advocacy of a common cause and personal initiative.
In addition to the development of the strategic plan, our other 2015 priority was to develop a new operating model that would allow us to grow globally with more effective use of resources. We’ve completed the design and begun to pilot these new processes in new geographies. As a learning organization, we will take the output from these pilot process and create a scalable global growth model. This will position us—along with our stronger value proposition we achieve from the strategic planning work—to increase the breadth and depth of our reach and further the advancement and impact of women in the business of healthcare.