When I first started graduate school, I enrolled in a Master’s in Human Resource Management. It seemed like the logical choice; after all, HR has been a central part of my career path. I’ve worked in training, development, employee relations, and policy. I’ve built programs, advocated for DEI, and supported employees through some of their most difficult moments. A degree focused solely on HR felt like a natural extension of that journey.
But a few months into the program, I realized something important: my career has never been only about HR. It has always been about people in the context of healthcare and service delivery. Whether in a hospital, nonprofit organization, or medical group, my work has consistently sat at the intersection of organizational effectiveness and patient (or client) care.
That realization became even clearer after I accepted, and quickly left, an HR Generalist role at a private company. I lasted four days before I knew it wasn’t the right fit. It was a reminder that, while I deeply value HR, the environments where I thrive are mission-driven. That short-lived experience gave me clarity: I don’t just want to manage HR functions in any industry; I want to contribute to leadership in spaces where care, compassion, and service are at the center.
The Decision to Pivot
Switching from Human Resource Management to a Master’s in Management with a concentration in Healthcare was not about abandoning HR; it was about expanding my foundation. HR is still a passion, but leadership in healthcare requires more than strong HR skills. It demands an understanding of strategy, operations, finance, policy, and how all of those connect back to patient outcomes.
By broadening my degree path, I’m equipping myself to lead in ways that go beyond supporting employees. I want to influence the systems that support both employees and patients. I want to be able to translate between the language of operations and the lived experiences of staff and families.
Why Healthcare Management Matters Now
Healthcare is in the middle of massive change. From technology-driven care models to workforce shortages, leaders in this field are navigating some of the most complex challenges any industry faces. The pandemic made it crystal clear how essential effective leadership is in healthcare—not just clinical leadership, but also management that can integrate HR, operations, and strategy.
A concentration in healthcare management keeps me aligned with the sector where I feel most at home, while preparing me for a wider range of leadership opportunities. It helps me think bigger: not just how to support staff, but also how to shape organizations so that both staff and patients can thrive.
A Broader Path, A Deeper Purpose
This change wasn’t about leaving something behind – it was about seeing the bigger picture of my career. HR taught me how culture shapes performance and how people practices shape outcomes. Healthcare management lets me take those insights and apply them to a system where the stakes are incredibly high: people’s health and well-being.
Sometimes career clarity comes in unexpected ways, even in the span of just four days. For me, that pivot point was the push I needed to expand my degree, broaden my perspective, and fully commit to a career where HR and healthcare management come together to make a difference.
That’s why it feels so right to have returned to Patient and Family Relations at Mass General Brigham. It brings together everything I care about: supporting staff, advocating for patients, and ensuring systems are designed for compassion and effectiveness. Changing my master’s program wasn’t just an academic decision; it was a step toward aligning my education with the work that makes me feel most fulfilled.
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