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In This Issue:
BWH Bulletin recently sat down with BW/F Vice President of Human Resources Julie Celano to recap the highlights of her first 100 days in her new role and gain insight into what's in store in the days ahead. Celano described her vision for Human Resources, the challenges she's faced and what makes BW/F a special place.
After President Obama's first 100 days in office, he was asked by a journalist four questions: what troubled him, what surprised him, what humbled him and what enchanted him. Can you answer those questions about your first 100 days at BW/F?
What troubled me is the realization that, due to the size and complexity of the Brigham family, it will take me some time to get to know the people and the culture. I am anxious to begin making a difference, so I have immersed myself in the organization and believe that I am starting to get a good sense of who we are and what we value.
What surprised me is that the people here are as nice as they are talented. Everyone is so humble about his or her contributions and work.
What humbles me is walking down the Pike alongside people who participate in ground-breaking research and who expand the boundaries of what is possible in clinical care, both here in Boston and throughout the world. It goes beyond the names you hear in the news; everyone who works here contributes to our mission. It takes many roles, talents and teams to make this the world-class institution it is.
I recently visited the NICU, and seeing those babies enchanted me. To watch a new mom going home, knowing that she and her child received the best care in the world, makes me smile.
What attracted you to BW/F?
I love being part of a mission-driven organization where the people care so deeply about their work. There is something really special about the Brigham. It's more than intellect; people here want to do the right thing. There's a commitment to making this place great for each other and our patients. I am looking forward to meeting and connecting with people at every level of the organization.
Has there been one event or interaction that made you
especially proud to work at BW/F?
There have been many interactions that made me feel proud, and also inspired. I recently met with several department and division chiefs, and the way each thought about his or her work was so smart and expansive. I went on rounds in the Tower and was so impressed by the expertise and quality of care provided by our nurses. I also love that Marilyn Goodridge (of Security) is so welcoming when I walk in every morning at 15 Francis St. I got the sense from having attended the Service Awards that people who work here really love being part of the BW/F community, and that they stay.
What are you most looking forward to doing in your role at BW/F?
Employee recognition will be an area of focus for me. I want to ensure that people feel valued for their contributions and connected to our mission. Whether you work directly with patients or not, you impact the patient experience. We've got to take care of each other. It's so easy to forget to give positive feedback, but recognizing and thanking people for the work they do is infectious, so I want to make it the norm to celebrate our successes.
What are the priorities for HR in the coming year?
The HR strategy should align with the BWH strategic commitments, one of which is an engaged workforce. We want to develop best practices around recruitment, employee selection and new employee orientation. We need to make sure that people have an engaging introduction to the organization so they start off on the right foot.
What are some ways you will reach these goals?
We would like to build an online assimilation plan to give new employees a sense of the strategic plan before they get here, so they are able to contribute meaningfully right away. We also want to think about innovative approaches to leadership development. We need to recognize style and generational differences and create approaches to learning that are current. Our younger employees might want to learn on their mobile devices, for example.
The HR team seeks to be proactive strategic partners for the organization. We want to attend staff meetings in the departments we support and meet with people on a regular basis. We have a great foundation to build upon, with the work that's been done in the past.
What do you see as your biggest challenge?
Getting to know as many people as I can as quickly as possible. It's all about connecting with people. To that end, I'm planning to attend Night Beat (Street Beat for night shift staff) in October and looking forward to inviting other leaders.
What is the best piece of advice you have ever received?
Know what you stand for and who you are, and stay true to that. You have to know what your principles are because life will try to take you off of that course. Being driven by doing the right thing and making things better for people - that's how I want to measure my life. I want to know my life mattered in making other peoples' lives better.