The healthcare industry is going through a huge transition in the way organizations are managing their workforce. With increasing costs, changes in the job market, and rising cases of burnout for medical professionals, the situation for hospital administrators is complex. In today’s healthcare industry, there needs to be a balance between financial viability and genuine support for the workforce. When organizations focus on their workforce, the quality of service delivery to patients improves. Human resources is no longer just an HR function. It is now a strategic imperative. It is essential for leaders in this industry to be data-driven, but they should never lose sight of the human side of things.
At the center of this transformation is Janel Lancaster. She serves as the System Vice President of Compensation, HR Services, and HR Technology at UNC Health. She operates at a critical intersection where large-scale strategy meets daily patient impact. She manages human resources frameworks for an academic healthcare system that employs more than 50,000 teammates. Janel’s work directly shapes how these professionals experience their workplace every day. By focusing on fair systems and smart digital tools, she helps the organization maintain a strong and dedicated workforce.
A Journey Shaped by Data and Purpose
Her path into healthcare leadership did not follow a straight line. Janel actually started her career in the finance sector. During this early period, she developed a strong appreciation for using data to make thoughtful decisions. This analytical background continues to influence her approach to human resources today.
A major turning point occurred when Janel’s Chief Human Resources Officer asked her to consider moving into the HR department. This single conversation completely changed the direction of her career. She quickly noticed the clear parallels between analyzing financial data and understanding a large workforce. Both areas show how complex systems can either support people or unintentionally hold them back.
Janel felt drawn to the opportunity to connect hard data to real people and their daily experiences. She realizes that behind every number in a corporate report is a teammate whose success depends on the systems around them. For her, data became a powerful way to tell the story of the people in the organization.
The COVID-19 pandemic served as a defining moment in Janel’s professional journey. She views that period as the ultimate stress test for healthcare human resources. The pace of change accelerated beyond anything the industry had seen before. Janel’s team was not just managing standard programs anymore. They were building brand new frameworks to keep teammates supported and safe so they could care for patients.
Watching the courage of the frontline teams during the pandemic solidified Janel’s sense of purpose. This experience shifted her focus from pure operational excellence to a leadership philosophy grounded in deep empathy. She saw exactly how refining compensation structures and technology removes barriers for caregivers. This allows them to focus their full attention on the patients.
Translating High-Level Strategy into Reality
In a massive healthcare system with over 50,000 teammates, high-level decisions can easily drift away from daily reality. Janel actively prevents this by working closely with clinical and operational leaders. Whether she is refining a compensation model or rolling out a new technology platform, her guiding question is always the same. Janel asks whether the change will meaningfully improve the experience of the teammates.
She believes in grounding every single initiative in the lived experiences of the workforce. This approach means aligning compensation and technology with frontline needs instead of expecting teams to adapt to disconnected solutions. To ensure success, Janel’s team pilots changes on a small scale before expanding them across the entire system. They listen closely to feedback and adjust their plans whenever necessary.
When HR systems effectively support the teammates who care for patients, positive results follow naturally. Janel notes that strong employee retention, high engagement, and excellent patient experiences are direct results of this supportive environment.
Navigating Constant Change and Uncertainty
The healthcare industry faces constant changes ranging from policy shifts to rapid technological advancements. To lead her teams through these uncertain times, Janel Lancaster relies on open communication and active presence. When ambiguity arises, she increases the frequency of her communication. Janel believes that teams can handle tough news or shifting priorities when they truly understand the reasons behind the decisions.
She also makes a point to champion the work of her team. When a long-term vision feels distant, she reminds teammates of the positive impact they create every day. When deadlines are tight or challenges emerge, Janel Lancaster does not sit on the sidelines. She works right alongside the team to help them reach their goals. She believes that this visible presence builds trust in a way that emails cannot accomplish.
Developing Talent and Supporting Well-Being
Workforce challenges continue to impact the entire healthcare sector heavily. Janel Lancaster approaches talent retention by focusing on trust and opportunity. Teammates want to know that their organization is actively investing in them through growth, recognition, and a sense of belonging.
Janel’s teams emphasize cross-functional collaboration and continuous learning. She creates space for teammates to learn from one another and explore different areas of human resources. This helps people build meaningful, long-term careers rather than narrowly defined roles.
She holds open conversations with teammates about their interests, strengths, and future aspirations.Janel Lancaster then looks for opportunities to expand their scope or expose them to new types of work. When teammates feel safe taking on new challenges, they grow beyond their current roles.
Balancing Innovation with Safety
Healthcare innovation is accelerating rapidly due to digital transformation. However, Janel Lancaster believes that innovation in this industry must be highly intentional. Healthcare systems cannot simply adopt the rapid experimentation mindset that is common in the tech industry. Reliability, safety, and compliance must always come first.
She views technology as an enabler rather than a replacement for human beings. The goal is to make work simpler and smarter instead of making it more complicated. When innovation connects to real operational needs, it enhances patient care and strengthens relationships.
Anchoring Decisions in the Mission
Leadership often requires making difficult decisions that carry heavy clinical and ethical implications. Janel Lancaster believes that ethical leadership requires both empathy and courage. When she faces difficult financial or operational choices, she anchors herself in the organization’s mission. That mission is to improve the health and well-being of North Carolinians and others whom they serve.
This mission provides immense clarity when choices become complex. She actively seeks diverse perspectives, especially from those people who are closest to the impact of the decision. This ensures that the final choices are balanced and fully informed.
Transparency is equally important during difficult moments. Even when outcomes are tough, being open about reasoning builds lasting trust and credibility. Janel Lancaster believes that values are tested when the path forward is unclear. Staying grounded in purpose ensures that even the hardest decisions reflect integrity and compassion.
Building a Lasting Legacy
Looking ahead, Janel Lancaster envisions a future where data, technology, and compassion are fully integrated. She believes the leaders who will have the greatest impact are those who create environments where teammates can grow. This means expanding career ladders and making internal mobility a part of daily work.
Janel Lancaster sees a future where HR departments use data and workforce analytics more thoughtfully. Predictive insights can help anticipate needs, close gaps in hard-to-fill roles, and make decisions that are fair. She also wants to use data to explain why decisions are made, not just what they are.
She feels excited to continue expanding how the organization leverages artificial intelligence and digital tools. If they can continue to automate routine tasks, they can free people to focus on the relational work that defines healthcare.
The legacy Janel Lancaster hopes to leave is centered on fairness, growth, and trust. She wants to leave behind systems for pay and advancement that are clear, equitable, and sustaining. Janel hopes people remember her as someone who developed other leaders and created conditions where people stayed because real opportunity existed.
