What does it take to build a truly future-ready workforce in the ever-evolving healthcare sector? For Nisha Srinivasan, Chief Human Resources Officer at GE HealthCare India & South Asia, the answer is clear: an unwavering sense of purpose, a culture that nurtures learning and agility, and an ecosystem that thrives on diversity and innovation. In an exclusive interview, Srinivasan opens up about the company’s journey, the evolving role of HR, and how GE HealthCare is preparing its people to lead the next chapter in healthcare.
A living, breathing ecosystem
GE HealthCare is not just a company. It is a living, breathing ecosystem where ideas are born, built and brought to life. The company’s footprint in India is immense, with four manufacturing units, a world-class research and development centre in Bengaluru, and a full suite of global functions supporting every facet of the business. Here, everything co-exists and interacts, tells Srinivasan. “We see the journey of an idea come full circle, from centralisation to creation in our factories, and then scaling it up not only for India, but from India for the world,” Srinivasan reflects. There is a palpable sense of energy among employees, who are united by a shared purpose and a drive to make a difference.
Purpose at the heart of talent
Having spent nearly two decades in healthcare, Srinivasan has witnessed the remarkable commitment that sets this sector apart. In her view, the people who gravitate towards healthcare do so for reasons far deeper than pay or prestige. “What stands out is the deep commitment to purpose. It’s about job fulfilment and the ability to make a real difference,” she says with conviction. This sense of mission shapes not only how people work, but also why they stay. “You see long tenures because healthcare becomes a passion, a lifelong commitment. When we speak to our employees, their core beliefs and values shine through.”
This purpose-driven approach is not just an HR mantra. It is the glue that binds the workforce, fuels innovation, and sustains the company’s ambitious vision.
AI: The catalyst for change
Technology, and particularly artificial intelligence, is reshaping healthcare at an astonishing pace. Srinivasan is unequivocal about its impact. “AI is the biggest equaliser of our time,” she asserts. At GE HealthCare, the adoption of AI is much more than a technological upgrade; it is a cultural shift. AI-powered solutions are driving more precise, patient-centric outcomes and enabling faster, more accurate diagnostics. The excitement among scientists and tech specialists is tangible. “There is a sense of real fulfilment when you see technology making a difference to patient care.”
But embracing AI is not only about installing new systems. It is about empowering people. GE HealthCare has established communities of practice within every function, from HR to commercial teams. These groups act as AI navigators, championing education and supporting colleagues as they adapt to new ways of working. “It’s about taking everyone along. Early adopters, those focused on their current roles – everyone needs to feel part of the journey. These navigators play a vital role in spreading knowledge and confidence across the organisation.”
Reskilling and upskilling are not just buzzwords at GE HealthCare. They are built into the fabric of the business, with regular discussions on where new skills are needed and how to invest in them.
Welcoming the next generation
The influx of millennial and Gen Z talent presents both opportunities and responsibilities. Srinivasan is clear that structured integration is essential. “We have robust hiring platforms, with significant intakes from campuses across technology, manufacturing, and commercial services. What’s unique about our approach is the emphasis on rotations. New joiners get exposure to different parts of the business, which helps with assimilation and integration.”
Access to leadership is accelerated for new talent, breaking down barriers and encouraging fresh thinking. Initiatives such as case study competitions and internal innovation challenges create buzz and foster a culture of open dialogue. “We want people to feel safe to voice their ideas, to challenge the status quo. These platforms are critical for nurturing that energy.”
The art of balancing build and buy
One of the most pressing challenges facing HR leaders today is deciding which skills to build internally and which to buy from the market. Nisha believes this is not unique to healthcare, but it is particularly acute in a sector where technology is advancing so rapidly. “We have clear processes to distinguish the skills we need to source externally from those we can develop in-house. It is essential to create career mobility so that leaders are well-rounded and ready for new opportunities.”
GE HealthCare’s internal mobility platforms are a cornerstone of this philosophy, allowing employees to explore new roles and develop a broad set of skills. This approach not only enriches individual careers but also strengthens the overall ecosystem.
Culture: Built with intent
The spin-off from GE gave GE HealthCare a rare opportunity to build its culture from the ground up. Srinivasan was at the forefront of this process. “The first and most important step was to define our cultural pillars. We invited input from across the company, using a sounding board approach to understand what was working and what needed to change.”
Embedding culture is not a one-off exercise. It requires alignment across all HR processes, from recruitment to performance management. “It takes time. The first year is about training and education, while the second year is when you see the real embedding. We have continuous feedback mechanisms, leadership conferences, and learning opportunities to reinforce our values.”
Importantly, the company maintains strong compliance channels to ensure that issues are addressed promptly and transparently.
Learning: The engine of progress
Learning and development are given pride of place at GE HealthCare. Far from viewing training as a tick-box exercise, Srinivasan sees a real hunger for growth among employees. “Since the pandemic, there’s been an even greater appetite for learning. No one is saying they are too busy for development opportunities. There is a genuine desire to upskill and advance.”
The partnership with IIM Bangalore is a case in point. Rather than simply sending employees to generic courses, GE HealthCare worked with IIMB to create a bespoke programme tailored to its workforce. The faculty spent time with our leaders to understand our needs. The result is a course optimised for our requirements, delivered by world-class educators.”
Impact is rigorously measured through data-driven tracking of attrition, internal mobility, and productivity. “We compare ourselves to the market and hold ourselves to account. The results show that our approach is working.”
Agility and Expertise: The new hiring playbook
The days of hiring solely on the basis of experience or academic achievement are long gone. Today, agility and expertise are the twin pillars of GE HealthCare’s hiring strategy. “Expertise will always be valuable, but agility is absolutely critical. We need people who can move quickly, adapt, and lead change.”
Srinivasan likens leadership to conducting a symphony. “Each instrument can sound odd in isolation, but together, they create harmony. Some leaders orchestrate change better than others, and that’s what we value.” The company is proactive in pipelining talent, particularly for roles that require deep domain knowledge. “We know which job families are tougher to fill, and we prepare accordingly. There’s no chronic talent shortage, but we stay ahead by building relationships and maintaining contact with potential hires.”
Diversity and Inclusion: More than a slogan
Diversity is not just a box to be ticked at GE HealthCare. It is a strategic imperative. “We have a range of programmes to attract and support women in the workforce. One of our factories is run by women, and our field engineers include women who are passionate about their work.”
Initiatives like 'Women in Tech' and ‘GE HealthCare Girls’ reach beyond the company, engaging the wider community and inspiring the next generation. “It’s not about quotas. It’s about building an inclusive ecosystem where everyone has the opportunity to thrive. We want to move the needle, not just internally but across the sector.”
Looking Ahead: The essentials endure
When asked about the defining characteristics of a successful healthcare workplace in the next five to seven years, Nisha returns to the basics. “The fundamentals don’t change. You need the right people, with the right skills and the right mindset. High emotional intelligence, strong leadership, and a psychologically safe environment are essential.”
While technology will continue to transform the sector, Srinivasan is adamant that the core mission remains unchanged. “Healthcare is about delivering access to precision care and solving ever-evolving problems. The nature of disease changes, technology changes, but our commitment to keeping patients and customers at the heart of everything we do will never change.”
The Evolving Role of HR: Partner in progress
For Srinivasan, HR has always been a strategic function, deeply intertwined with the company’s long-term vision. “I’ve never seen HR as just transactional. It’s about shaping organisational efficiencies, structures, and capabilities for the future.”
What is changing, she notes, is the way HR leverages technology. Predictive analytics and digital tools are freeing up HR leaders' time to focus on growth and development. “We can now perform complex analyses in a fraction of the time. That means we can invest more in growing our people and building future leaders.”
The partnership between HR and the business has never been stronger. “We are co-creators of strategy, working hand in hand with the CEO and leadership team. That’s how it should be.”
Leading with purpose and confidence
Srinivasan’s vision for GE HealthCare India & South Asia is clear, confident, and deeply human. By investing in learning, culture, and diversity, and by staying true to a sense of purpose, the company is building more than just products or services. It is building a community of innovators and leaders, ready to meet the challenges of tomorrow.