Swati Khandelwal is the Head of Human Resources at R1 RCM India. She is a seasoned HR leader and brings a wealth of experience in driving organisational effectiveness, talent strategies, and HR operational excellence across diverse sectors. With a proven track record in fostering high-performing cultures and leading transformative agendas, Swati is at the forefront of shaping the future of work at R1. In this exclusive conversation, we explore the exciting initiatives at R1 that factor in diverse experiences, champion accessibility and put people at the centre of everything.
Here are some key excerpts.
Building a tech-enabled workforce with continuous learning
Swati explains the philosophy behind R1’s approach to building a tech-enabled workforce: “We don’t just think about technology as a tool to force people to work in a different way. It’s also about making sure they’re in an engaging environment where technology is integrated seamlessly.” This commitment is reflected in how the organisation aligns people, processes, and promotion with technology. “COVID has really accelerated digital adoption,” she acknowledges. “We need to deliver time-sensitive content, and learning also has to connect with technology.”
However, the focus isn’t simply on acquiring new technical skills. “It’s not necessarily about someone who used Excel moving to Power BI, or from Java to Python,” she clarifies. “It’s more about ensuring our capability frameworks are really robust.” The goal is to empower employees to transition seamlessly across different types of work, ultimately supporting the organisation’s goals. R1 offers a comprehensive eLearning solution called R1 Aspire, ensuring a personalised and accessible learning experience for every employee. Beyond self-paced learning, there are targeted upskilling programmes. For instance, the ACE Programme provides an immersive introduction to coding for those seeking a career change. “We recognize that learning often leads to career moves, so we address ‘what’s in it for me’ for the employee,” Swati highlights.
Investing in people leadership is another way to foster a tech-enabled workforce. The INSPIRE programme equips aspiring managers with the necessary skills to guide their teams effectively. “People are mentored before they become people managers,” she says. “We have a whole programme that moves people to become mentors, and as they move through these journeys, they are certified, applauded, and recognised.”
The company boasts a young and tech-savvy workforce with an average age of around 28-30. “A significant portion are digital natives,” Swati acknowledges. However, they recognize that these employees may not have a traditional computer science background. “These are the kids who grew up with smartphones, not computers,” she explains. “They’ve interacted with technology differently.” This understanding is central to their approach of shifting away from traditional HR practices.
The company prioritises immediate and accessible communication channels, mirroring the responsiveness employees expect from consumer technology platforms.
R1’s philosophy revolves around “putting people at the centre of everything,” Swati emphasises. This people-centric approach extends to learning and development opportunities and ensures that the organisation doesn’t assume they know what their employees want; rather they create opportunities for them to have a voice.
Cultivating leaders: From potential to performance
“Many of our new hires are recent graduates or have just a few years of experience,” shares Swati. Traditionally, team leader positions were filled through internal promotion, often going to the “first among equals” within the team. “While strong individual performance is important,” she acknowledges, “it doesn’t always translate to effective leadership.”
This realisation prompted R1 to invest in leadership development. The R1 Leadership Programme (R1 LP) is a rigorous six-to-nine-month journey designed to equip high-performing and engaged employees with the skills they need to become successful people managers. With a 100% success rate of internal promotions initially, the organisation felt confident in their approach.
However, a challenge emerged. Some highly successful individual contributors weren’t transitioning well to leadership roles. “We realised that many of these employees, often first-generation corporate workers, lacked exposure to leadership role models,” Swati explains. This gap between individual performance and leadership potential highlighted the need for a different approach.
Previously, R1 LP was viewed as the pinnacle, similar to an “IIT equivalent,” where only the “best of the best” went. However, a bridge was needed to focus on the right leadership competencies. Employees were asking for more clarity on the path to leadership, and the cycle of unsuccessful applications, discouragement, and turnover was concerning. “We realised there was a mismatch between the skills we were looking for and what employees thought they needed to develop,” she highlights.
This led to the creation of the EVOLVE programme. EVOLVE is a program that supports R1LP aspirants as a stepping stone, in helping them understand what it takes to be a people leader, beyond technical skills. The results have been impressive, with a significant portion of EVOLVE participants going on to complete R1 LP successfully. EVOLVE isn’t just about finding the best; it’s about empowering individuals with the confidence to lead. EVOLVE and R1 LP work together to create R1’s pipeline for frontline managers.
Imagine a pyramid with a very wide base – that’s where EVOLVE comes in. With a 60-70% success rate for EVOLVE participants transitioning to R1 LP, it’s incredibly rewarding to provide this stepping stone for leadership development.
This entire approach prioritises R1’s people. “We acknowledge the diverse learning styles of our digital native workforce and offer flexible programmes accessible from anywhere, at any time,” Swati emphasises. This focus on inclusion, diversity, and employee empowerment is a far cry from traditional methods that may not resonate with the current generation. In HR, “different approaches are needed for different people,” she concludes. “You can’t assume that your historical references will work all the time.”
Recognition, rewards, and activities for a hybrid workforce
“We have our R1 Stars programme, which is pretty cool,” shares Swati. “It’s an online, peer-to-peer recognition platform linked to Workday, kind of like social media. Anyone can recognize anyone, and there’s the option to share accomplishments publicly.”
However, the R1 team recognised that 60% of their workforce supports back-end operations and works remotely which presented a challenge for traditional employee engagement initiatives. “For example, if I’m doing an R&R presentation, is it happening in the office or online?” she asks. The company’s aim is to prioritise accessibility and consider the needs of the entire workforce when planning activities.
To address these challenges, R1 curates a year-round calendar of events called “Life at R1.” “These programmes are designed to fit your schedule and consider your location,” Swati explains. The calendar features monthly themes, events, and festivals that resonate with a global workforce. For instance, they might have programmes focused on Diwali, a gift-giving holiday in India, or Pride Month, reflecting their commitment to diversity and inclusion. These events add a cultural touch and cater to a geographically dispersed employee base.
R1PL, a cricket tournament modelled after the Indian Premier League (IPL), exemplifies their innovative approach.
“With over 16,000 employees, and at least 4,000 cricket fans, we knew this would be a hit,” she says. This initiative not only promotes engagement but also fosters a healthy lifestyle. Leaders participate alongside employees, creating a more relaxed and social atmosphere compared to Friday night drinks. “We’re using the same resources but achieving multiple goals – engagement and wellness,” she highlights.
Inclusion is another key focus. “We require every team to have at least one women’s team,”Swati explains. This ensures everyone has the opportunity to participate and promotes a more inclusive work environment. R1PL is a multi-day event with playoffs and a championship, culminating in a celebratory atmosphere. Every match is live-streamed, creating a sense of community and excitement for the entire organisation.
“This is our approach – every programme or activity targets two or three goals,” Swati emphasises. For example, an inclusion programme might be combined with financial literacy or health initiatives. This strategic approach ensures they maximise the impact of their efforts and keep employees engaged throughout the year.
Metrics, measurement, and the I&D council
“Our vision is about healthcare that works for everyone, and that ‘everyone’ includes not just patients and hospitals, but also our employees,” Swati shares. This commitment to inclusion is evident throughout the organisation, from recruitment to employee services. The goal is for everyone to feel comfortable bringing their authentic selves to work and have opportunities to grow. However, simply stating this goal wasn’t enough. R1 needed a framework to ensure leadership accountability and employee engagement.
Data-driven decision-making was one cornerstone. “Everything gets measured, performance is tracked, and we have dashboards for everything,” she says. This focus on metrics extends to DE&I initiatives. R1 has a dedicated Inclusion & Diversity (I&D) council composed of senior leaders. “This council gets refreshed every couple of years to ensure fresh perspectives,” she explains. The council plays a critical role in reviewing existing practices, identifying industry best practices, and driving cultural change.
Transparency is key. “Every quarter, the council reviews a dashboard that tracks key metrics,” she says. This transparent reporting allows R1 to assess progress and identify areas for improvement.
One of R1’s flagship programmes is WINSPIRE, a women’s leadership initiative. The company has made significant progress in this area, even achieving recognition from Ask Insights for its gender-balanced workforce, as well as ranking amongst Top 100 Workplaces for Women by Avtar. However, R1 acknowledges that women may hesitate to pursue leadership roles due to work-life balance concerns. WINSPIRE was created to address this challenge and support aspiring female leaders.
“Women weren’t always confident enough to apply,” Swati explains. “They might have concerns about support at home, or simply not feel ready.” To address this, R1 took a different approach, focusing on managers. “We started targeting managers, encouraging them to identify and support high-potential women on their teams,” she says. This shift in focus aimed to create a network of support and encouragement.
The WINSPIRE programme itself is a nine-month journey focused on self-discovery, 360-degree feedback, and leadership development. The results have been impressive. “After the first cohort, within 6 months, over 30% of the women either changed roles or moved into bigger positions,” Swati shares. WINSPIRE isn’t just about individual success; it’s about creating a cultural shift within R1. The programme fosters a supportive environment where women have role models and feel empowered to take on leadership roles.
A culture of engagement: Listening and putting people first
“For an organisation to succeed in the future, we can’t assume we know everything,” Swati acknowledges. At R1, traditional annual engagement surveys are eschewed in favour of a more continuous feedback loop. “We have a system where employees can share their feelings and feedback constantly,” she explains. This data is collected and analysed on an ongoing basis, providing valuable insights for managers.
A key aspect of R1RCM’s approach is real-time communication and transparency. “As a manager, I have a real-time dashboard that shows my team’s engagement score based on the latest 12 months of data,” Swati explains. But it doesn’t stop there. Uniquely, every manager has access to the specific comments left by their team members. “It’s not hidden away in HR,” she emphasises. “Think of it like social media – you can like, dislike, or comment on their feedback.” For instance, if a manager sees a recurring theme about leave requests not being approved, they can address it through individual discussions, team meetings, or even simply acknowledge the feedback with a “like.” The focus is on ensuring employees feel heard and valued.
This method represents a significant shift from traditional annual surveys with delayed responses. “Now, we’re all about real-time communication, bringing the outside world (where people are used to immediate responses) into the workplace,” she says.
R1 also recognises that employee well-being and feeling valued are central to engagement. Putting people at the centre of everything is part of the company’s DNA. This philosophy goes beyond simply responding to feedback, with technology being leveraged for both scalability and individualization.
“Just like Amazon uses your past purchases to recommend new products, I want to create an experience for my employees that anticipates their needs,” Swati explains. R1RCM moves away from the rigid confines of traditional work schedules. “We value our employees’ time and understand they have different needs based on their lifestyles,” she acknowledges. People with families or eldercare responsibilities may require different types of support. The key is to ensure everyone’s voice is heard and their needs are met. Employee experience extends beyond just compensation and promotions; it’s about creating a sense of connection and value for each individual; they must know that they are being taken care of by the organisation.