Nicole Giuliani is one of the leading figures in HR within the Swiss healthcare sector. In our «10 Questions for…» series, the Head of Human Resources at HOCH Health Ostschweiz shares insights into her leadership philosophy, her experiences from major change projects and her outlook on the future of HR.
1. HR credo: What is your personal HR credo in one sentence?
HR is effective when it empowers people, provides targeted support to leadership and actively shapes the organisation’s development.
2. Culture in one sentence: If your culture were a dish, what would it be?
A risotto: it requires good ingredients, patience and constant attention. It is only through this interplay that something unifying emerges – something that is greater than the sum of its parts.
3. Tool diet: Which tool would you cut out today to improve your focus?
Not a single tool, but disconnected, stand-alone solutions. Too many systems create interfaces, duplication and unnecessary complexity. Fewer tools, clear processes and a consistent, reliable database make HR significantly more effective.
4. AI in HR: Which AI-powered tool do you prefer to use – and why?
ChatGPT, mainly as a sparring partner. It helps me structure my thoughts more quickly, consider different perspectives and efficiently refine initial drafts. However, critical review by a human remains essential.
5. HR with added value: Can you give a specific example where HR has made a measurable difference?
During the merger of the hospital organisations, HR provided close support to senior management, particularly in challenging staffing situations and change processes. Through early consultation, clear decision-making criteria and coordinated communication, uncertainties were reduced, complex cases were resolved more quickly and line management’s ability to act was strengthened. The added value was evident in more sustainable solutions and a more reliable implementation of the change.
6. A meaningful metric: Which single HR metric do you track every week – and why that one in particular?
I do not track any single HR metric on a weekly basis. HR management only becomes meaningful through a holistic view of the workforce, vacancies, staff turnover, sickness absence, personnel costs and the performance trends of the clinics. It is only these interrelationships that reveal where action is needed and where HR can provide effective support.
7. HR Agenda 2026: Which topics are at the top of your HR agenda for 2026?
The development of our HR operating model, simpler and more digitalised processes, and the targeted use of AI are high on our agenda. At the same time, we’re focusing on further developing our leadership and collaboration culture, and on how we can attract, develop and retain staff in the long term within a complex healthcare environment.
8. HR Revolution: If you could completely rethink HR, how would you change it?
I would consistently design HR from the perspective of employees and managers. New digital tools and AI open up the possibility of managing issues more easily and significantly simplifying access to HR. Behind the scenes, this requires clear responsibilities, standardised processes and seamless collaboration. At the forefront is simple, competent and, as direct as possible, support.
9. Looking to the future: How will HR change over the next 10 years?
Standard processes and administrative tasks will be largely automated. This won’t make HR any less important, but it will place different demands on it. The focus will be on organisational development, leadership, culture, the ability to adapt to change, and the responsible use of data and Technology. At the same time, personalised advice in challenging situations will become increasingly important.
10. Recommendation: Which book, podcast or film has most recently inspired you?
«Der KI-Podcast» by BR24 and SWR. I appreciate its clear yet critical analysis of current developments in artificial intelligence. I’m particularly interested in how we can use AI sensibly without relinquishing responsibility, judgement and the human perspective.
About the author
Nicole Giuliani
Head of the Management Services Division and Head of Human Resources
Nicole Giuliani has been shaping human resources in the healthcare sector in Eastern Switzerland for over two decades. Today, she is Head of Management Services and Head of Human Resources at HOCH Health Ostschweiz, as well as a member of the Executive Board. Prior to this, she headed up HR at St. Gallen Cantonal Hospital for many years and was responsible for merging the four HR organisations of the St. Gallen hospital networks into a single HR department. She is particularly committed to effective leadership, the targeted development of staff and managers, and a working environment that shows appreciation for them.
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