In healthcare, the equation is simple but powerful: people drive quality, and quality drives profit. That’s why people strategy is now crucial in business.
For too long, workforce strategy was seen as a soft metric, secondary to commercial performance. But now, Chief People Officers (CPOs) are proving just how financially material good people practices can be.
At a recent Compass Carter Osborne round table of healthcare and retail CPOs, leaders laid out the hard data behind this shift. One standout figure? A 7–8% improvement in colleague Net Promoter Score (NPS) can drive a 20% increase in top-line revenue. That’s not just a feel-good statistic – that’s a boardroom metric.
With tighter margins, expensive debt, and fewer M&A opportunities, investors are scrutinising businesses for every ounce of embedded value. And increasingly, they’re finding it in people. From productivity metrics to engagement data, HR is now expected to speak in ROI, not just employee experience.

“HR is now expected to speak in ROI, not just employee experience.“
The best CPOs now track and report how poor engagement erodes revenue. They connect culture to compliance, burnout to customer experience, and retention to EBITDA. And they’re getting results.
There’s a new mindset emerging: swap out the word ‘client’ for ‘colleague’ and design the internal experience as carefully as the external one. Suddenly, staff become loyal, skilled, and productive – just like your best customers.
People strategy is no longer a cost centre. It’s a growth engine.
Our recent round table brought together senior HR leaders to explore how the CPO role is evolving, the challenges they face, and the opportunities ahead. Find out more about the Evolving Role of the Chief People Officer below:

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