HRO Today July/August 2014 - 4

CEO's Letter
The Leap to Profi tability
Is the leap to profi tability a leap of faith?
For investors, it often is. Is the leap an act of
discipline? For service providers and technology
fi rms, it often is. So when is it an act of
innovation?
When a practitioner has a plan to go from the
buy side to the sell side of an HR department,
that is innovation. When a company has a plan
to offer its HR services to other smaller companies
as a way to extend and defray the cost of its own
infrastructure, well that is new, exciting, and a bit
revolutionary.
That is precisely what is being contemplated and
initiated at North Shore-LIJ Health System. On
page 8, you will fi nd our cover story on Joseph
Cabral, the senior vice president of HR and chief
HR offi cer (CHRO) for the organization. He is
the 2014 HRO Today Magazine CHRO of the Year for Not for Profi t organizations. During our investigation of his
nomination, it was hard to fi nd a referee among his employees, his external partners, or staff that did not at some
point in our conversation use the word " innovative. " I wished at the time that someone could innovate a new word
for " innovation " because it is so overused. I recognize now that I was being jaded and a bit too skeptical. Because in
visiting North Shore-LIJ with our Executive Editor, Debbie Bolla, I discovered that innovation is excellent way to describe
what they are doing.
First, some background on Cabral. He was born in the Azore Islands in the central Atlantic and spoke his native
Portuguese when he emigrated with his parents to the United States at the age of six. He is a self-described math
geek-the invasion of the math geeks in the senior-level HR suite is an epidemic. He joined the U.S. Air Force prior to
going to college, where he worked in logistics and routing. He was responsible for load balancing air transports. This
was a complex series of processes and calculations. His Air Force experience formed his foundational commitment to
effi ciency, measurement, and process design.
He came to North Shore-LIJ Health System at a time of great change. The system is only 16 years old. During his 10-year
tenure, the organization has grown to be one of the largest nonprofi ts in the U.S., increasing in total annual revenue
of $2.7 billion to more than $8 billion. They are now one of the largest-if not the largest-employer in every one of
the fi ve boroughs of New York, let alone Long Island. In addition, they are navigating the signifi cant changes in the
wake of the Affordable--and HIGHLY CONFUSING-Care Act. In this time of regulatory pressures and high growth,
the nature of their product has to evolve as well. Responsible for the care of more than seven million local residents,
the system needed to recreate itself as an organization promoting wellness and preventative care as opposed to a pure
provider of acute care.
This evolution required HR to develop a signifi cantly different workforce plan. Wellness and preventative care requires
different professionals than acute care. A shift on a scale of this size necessitated changing the leadership format. HR
[4]
HRO TODAY MAGAZINE
| JULY/AUGUST 2014

HRO Today July/August 2014

Table of Contents for the Digital Edition of HRO Today July/August 2014

HRO Today July/August 2014 - 1
HRO Today July/August 2014 - 2
HRO Today July/August 2014 - 3
HRO Today July/August 2014 - 4
HRO Today July/August 2014 - 5
HRO Today July/August 2014 - 6
HRO Today July/August 2014 - 7
HRO Today July/August 2014 - 8
HRO Today July/August 2014 - 9
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HRO Today July/August 2014 - 60
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