ESSEC, a pioneer in health management: expertise serving everyone since 1989

Since 1989, ESSEC has been innovating in the healthcare sector with the establishment of the first chair dedicated to health, training leaders to tackle the challenges of public and private health. The program for department heads at the Foch Hospital, developed by ESSEC Custom Programs, enhances their managerial skills and fosters collective intelligence.

In 1989, ESSEC Business School created the first academic chair dedicated to the healthcare sector in France, thus affirming its role as a pioneer in training leaders in this essential field. Since then, ESSEC has placed its academic expertise at the service of society and individuals, helping to address the complex challenges of public and private healthcare through research and education.

Building on this experience, ESSEC now supports department heads at Hôpital Foch in their managerial roles, equipping them with the necessary tools to better handle the daily challenges of their teams and departments. Anne Le Bourgeois Training Manager in the Human Resources Department at Hôpital Foch, and the Program Coordinator for Department Heads, explains this to us.

The COVID-19 pandemic marked a turning point in healthcare management and in the lives of medical professionals. In 2021, Hôpital Foch collaborated with ESSEC to create a customized program aimed at department heads and unit managers, helping them better understand their managerial roles.

The goal of this training is to make them aware of their leadership role, not only towards the doctors under their direct responsibility but also with all the personnel in their departments. The program offered by ESSEC provides concrete tools to embody strategic decisions and adapt them to the realities of their teams.

Through a schedule of courses spread over time and experience exchanges with other institutions, participants gain an in-depth understanding of managerial challenges. They develop practical skills to better anticipate and handle daily challenges, particularly in team management. Many report a transformation in their work approach, now feeling better prepared to adapt to institutional constraints and make informed decisions within the governing bodies of the establishment.

The role of hospital managers has not fundamentally changed, but the post-COVID context has significantly amplified human resource challenges. The managerial function has become central, especially for maintaining the quality of care in difficult conditions and meeting the growing expectations of teams, who seek meaning and well-being in their work.

The training provided by ESSEC has helped managers better understand these issues by equipping them with practical tools to retain professionals, attract new talent, and manage often reduced staffing levels. Among the challenges they face are intergenerational management, with varying expectations across age groups, and resource management in an increasingly constrained political and economic environment. The training enables them to tackle these complex issues and adapt their practices while encouraging experience sharing and innovation through collective intelligence. It also strengthens team cohesion, helping them to overcome current tensions.

Feedback from participants has been overwhelmingly positive. Each session is evaluated, and many highlight the immediate applicability of the skills acquired to their professional routines. The individual coaching sessions, which complement the group sessions, are particularly valued for the personalized support they offer to meet each manager's specific needs.

A final training day, held six months after the program ends, provides a collective review through practical case studies. This approach helps assess the evolution of managerial skills and the overall impact of the training. Participants now feel more comfortable utilizing available resources and better understand the HR aspects of their roles. They also appreciate the collective energy fostered by these regular exchanges within the institution.

Since its launch in 2021, the training program has been continuously enhanced. Each cohort includes between 5 and 8 department heads, and an annual review identifies areas for improvement. Starting with the third cohort, opening the program to other institutions like Adolphe Rothschild Foundation has enriched discussions, bringing new perspectives.

For upcoming sessions, ESSEC plans to strengthen the connection between theoretical lessons and real-world service applications. The goal is to move closer to an “action-learning” approach, enabling each participant to implement concrete solutions more easily. Participants have appreciated management models from large companies outside the healthcare sector but sometimes found it challenging to apply them to a private nonprofit healthcare institution (ESPIC). Efforts will be made to present examples that are more tailored to the hospital setting.

Future training will also emphasize practical case studies to help participants grasp concepts more effectively. Additionally, “Master Classes” may be offered to past participants, allowing them to delve into topics such as artificial intelligence in healthcare, crisis management, and change management.

These adjustments, developed in collaboration with ESSEC’s teams, aim to meet the evolving needs of hospital managers and provide them with the best tools to succeed in their mission.