Healthcare is unlike any other industry. At its core, it is about people caring for people, often in moments that matter most. For Razila Duah, leading Human Resources in this environment has profoundly shaped her perspective. As she puts it, “my motivation has always been simple but deeply rooted: to create workplaces where employees feel supported, respected, and equipped to deliver the best possible care.”
Working in healthcare has reinforced a truth she returns to often. “HR is not just a support function, it is a strategic enabler.” The pace is relentless, the emotional labour is real, and leadership requires something deeper. “HR leadership here requires empathy balanced with structure, and compassion grounded in accountability.”
Building Capability Where Care Depends on It
From a strategic standpoint, Razila’s focus has been clear. “My focus has been on strengthening workforce capability while sustaining engagement and organisational readiness.” In healthcare, she explains, “people strategy and patient outcomes are inseparable. When employees are competent, confident, and engaged, quality of care naturally follows.”
Talent shortages are a reality, especially in critical and operational roles. Razila responds to this with practical action rather than theory. “Rather than relying on theory alone, we prioritise practical, role-relevant development.” This includes “structured clinical support such as phlebotomy training for clinic assistants and nurses, mandatory Basic Life Support certification, and continuous development of both hard and soft skills.” These efforts are designed not only to upskill, but also “to instil confidence and professional pride.”
Learning and development, for her, must always connect to real work. “Learning and development in healthcare must be practical, continuous, and accessible.” Growth does not always mean moving up. “Growth does not always mean promotion, it also means becoming more confident, capable, and fulfilled in one’s role.”
Sustaining Engagement in a Demanding Environment
Healthcare professionals give a great deal of themselves. Razila acknowledges this openly. “Healthcare professionals give a great deal of themselves, often working long hours under pressure.” To support morale, her approach is grounded in listening and connection. “We take a proactive approach, such as regular staff engagement surveys to listen and respond, monthly meet-ups to maintain open dialogue, and simple but meaningful initiatives such as monthly birthday breakfasts with senior leadership.”
These small moments matter. They create “connection, visibility, and a sense of belonging.” Culture, she believes, is not defined by slogans. “Culture, to me, is lived in everyday actions.” It shows up “in how leaders listen, how teams collaborate, and how challenges are addressed.”
Performance management also requires care. “Performance management in healthcare requires nuance.” While accountability is essential, she reminds us that “quality care is rarely delivered in isolation.” Her approach centres on “clarity of expectations, continuous feedback, and recognition,” while recognising teamwork and shared responsibility.
Change, too, is constant. “Healthcare delivery is constantly evolving with technology, regulation, and evolving patient expectations.” HR supports this by helping people understand the why. “When staff understand the ‘why’ and feel supported through transitions, change becomes an opportunity rather than a disruption.”
Diversity and inclusion play a vital role in this environment. “Diversity, equity, and inclusion are fundamental in a healthcare workforce that serves diverse communities.” Inclusive practices, she explains, “ensure fairness, strengthen collaboration, and enhance decision-making.”
2025–2026 HR Stars Awards Malaysia
Looking ahead, Razila sees HR in healthcare becoming even more strategic and human-centred. “Over the next three to five years, my aspiration is to continue building people systems that strengthen resilience, capability, and engagement, ensuring that those who care for others are equally cared for by the organisation.”
As a judge for the 2025–2026 HR Stars Awards Malaysia, she brings this same lens to every entry she reviews. “I look beyond numbers and dashboards.” What stands out to her are “initiatives that are authentic, practical, and impactful programmes that genuinely improve employee experience, strengthen culture, and are sustainable in the long term.” For Razila, “true HR excellence is not about complexity, but about making a meaningful difference in how people experience work.”
