Enabling Strategic HR Leadership To Sail Through Uncertainty
Chutarat Natongbaw
CPO
Bumrungrad International Hospital
I n healthcare, time is both a healer and an adversary. The ticking clock marks every emergency, every shift change, and every life saved or lost. But beneath the beeping monitors and bustling corridors lies an often overlooked truth: the heartbeat of any healthcare institution is its people—the nurses, doctors, technicians, and support staff. At the core of keeping this intricate machinery running smoothly are leaders like Chutarat Natongbaw, Chief People Officer at Bumrungrad International Hospital. In an industry where burnout threatens nearly 4 out of 10 healthcare professionals and workforce shortages are projected to hit 10 million globally by 2030, she’s creating an environment where compassion and competence coexist, where leadership is not just taught but cultivated from within. “Managing people in healthcare isn’t like anywhere else. It’s not just about performance metrics or retention rates; it’s about building a resilient workforce that can withstand the emotional and physical demands of saving lives.” For Chutarat, every HR policy serves a dual purpose: to protect those who protect others. With more than three decades of leadership experience across sectors like telecommunications, hospitality, financial services, and healthcare, she has mastered the art of creating workplaces where employees can thrive, not just survive. In this exclusive conversation with TradeFlock, Chutarat takes us behind the scenes of her journey. From developing global compensation structures to implementing leadership succession plans, she shares the challenges and rewards of building a workforce in a hospital that operates at the intersection of excellence and empathy.
What was the toughest challenge transitioning from finance or hospitality to healthcare, and how did you overcome it?
Moving into healthcare felt like switching from running a business to holding a beating heart in my hands—every decision suddenly carried far more weight. In finance and hospitality, success was about numbers and customer satisfaction. Here, it’s about patient outcomes. I had to rethink everything, knowing that even HR practices—staffing, policies, and culture— directly affect patient safety and recovery. The biggest challenge was adapting to this human-centred approach, where compassion matters as much as efficiency. I spent time learning the ropes—regulations, patient safety protocols, and medical staffing needs. But what really made the difference was collaborating with clinical leaders and aligning HR strategies with the real-world demands of care providers. That connection ensured we weren’t just running a smooth operation but delivering care in the truest sense—through our people.
How do you lead through crises? Can you share an example of a particularly tough situation?
I believe that Crises are like uncharted waters—you can’t control the storm, but you can steer with empathy, clarity, and quick decisions. During the COVID-19 pandemic, shifting our entire workforce to remote work overnight was indeed one of the major crises. It wasn’t just about logistics; employees were juggling stress, isolation, and personal responsibilities. We built our response around mental health support, flexibility, and open communication. Virtual counselling, flexible hours, and regular updates through town halls kept everyone connected and cared for. That experience reinforced a simple truth: when people feel supported, they become the strength you need to weather any storm.
When you became CPO, how did you approach shaping the hospital’s HR strategies?
Stepping into the role of CPO, my first thought was simple: ‘How do we make this hospital not just a place to work, but a place to thrive?’ I knew right away that success here isn’t just about having great doctors; it’s about building a culture where every employee feels valued, motivated, and empowered to do their best, because the well-being of our workforce reflects directly in the care our patients receive. The first thing I did was analysing employee engagement, turnover rates, and staffing gaps, looking for areas where we could improve. From there, I developed a talent management framework—to recruit, retain and nurture top talent. We introduced programs for continuous learning, leadership training, and career development, ensuring that employees could see a future here.I also knew we needed leadership succession planning to keep the hospital resilient as we evolved. It wasn’t just about reacting to dayto-day challenges—it was about building a workforce ready for the future, one that could adapt as healthcare itself changes. That’s been my guiding principle from day one: creating a workplace where our people thrive, so they can help our patients heal.
What’s your approach to nurturing talent and balancing support with challenges in a demanding healthcare environment?
In healthcare, growth and care must go hand in hand—you can’t have one without the other. Our people face immense pressure every day, from life-or-death decisions to emotional exhaustion, so it’s crucial to create a balance where they feel challenged to grow and supported to thrive. In healthcare, caring for others starts with caring for our own people. The emotional and physical strain our staff faces every day can lead to burnout if left unchecked, so we’ve built a holistic well-being strategy that supports them at every level. From counselling services to flexible work arrangements, we make sure our employees have the resources to manage both their careers and personal lives. Regular feedback and collaboration ensure they feel heard, valued, and connected— because when people grow in the right environment, they not only succeed but also deliver the best care to others.
