Known as the Brazilian’s Healthcare “Oscar”, the 100 most influential is an event that happens every ten years in which important people from the sector are selected and voted through the organizer’s website.
The event is organized by Grupo Mídia, responsible for editing and distributing some of the most selected Health magazines in Brazil since 2007. Every year, they conduct a gala with many personalities from the sector who have stood out the most over the past year, and in the 2021 edition, they’ve chosen to honour the 100 most influential personalities of the decade.
The process started in January, when Edmilson Jr. Camparelli, Grupo Mídia’s President, invited José Pedro Fernandes for an interview as one of the nominees for the award, in the interview, José Pedro talked about his background, the voting was in full swing until May 10th. The election was done through open voting on the website of Healthcare Management magazine, market research and analysis of cases of the personalities who left their mark among the biggest names in Brazilian Healthcare. In June, the magazine started to announce some of the winners, in which José Pedro Fernandes was elected.
The gala award will be placed on July 1st, in the Renaissance Hotel, in São Paulo, a closed and small ceremony, with special attention to health measures due to the COVID-19 pandemic situation.
Since 2014, José Pedro Fernandes, SISQUAL’s Vice President, has been in charge of all global business development, especially Brazil’s operations. Leading the whole operation, he was responsible for putting SISQUAL on Brazil’s healthcare scene and today, the company has more than 250 hospitals using SISQUAL WFM.
Check out José Pedro’s interview about the award:
1) What were your main achievements and challenges in this last decade in healthcare?
When SISQUAL arrived in Brazil ten years ago, there was no software tool for workforce management in hospitals. But the “pains” were all there, such as the lack of visualization on the operational side, the high labour liabilities generated by the bad preparation of schedules, the difficulty in managing time shifts that affected the service, a huge turnover index and absenteeism due to the lack of humanization of the schedules, among many other pains that any diagnosis of the Brazilian health system would point out. The WFM – Workforce Management – that is, the operational management of work teams, came to solve these and many other issues, which, very proudly, in Brazil, started to have an acronym – SISQUAL, represented by an ant symbolizing hard work and team spirit. And our biggest challenge was to take this new concept to hospitals, both private and public.
We didn’t come to Brazil just to sell a tool, but to present an operational change and convince hospitals that implementing the WFM would bring safety for the patient, productivity for the institution, quality of life for employees, and tangible cost reduction. In a scenario where we had no references to the Brazilian health sector, what encouraged us was only the strong conviction that we had the solution to so many “pains” and we just needed to be given the opportunity to prove it.
Today, after 10 years, we have more than 250 hospitals in Brazil using the WFM solution from SISQUAL, more than 350,000 employees managed by the tool in the country, and we are present on a large scale throughout the national territory.
And we will not stop there. Our challenge for the future is to continue to grow, but not only in the number of hospitals using the tool but also in differentials that add value with new features, develop new integrations, improve the interface and user experience, always respecting what made us get here; humility, ambition, competence and maximum proximity with the client.
2) What do you consider the responsibility of being elected among the 100 Most Influential in Health of the decade?
I think that the simple fact of being nominated and remembered is already enough responsibility to oblige us to be at the level of expectations. In my case, when I am the man of the operation, this responsibility is the result of a high growth rate in the country, new market conquests, motivation of my team, and above all, the ability to adapt and support in the midst of this pandemic scenario that nobody knows for sure when it will end. In other words, operational responsibilities. However, I believe that even greater responsibility, from the perspective of the tool itself, which encourages me and makes me responsible on the ethical level of responsibility itself, is to contribute to the increase in patient safety, which is our main goal when working in healthcare.
3) What are the expectations for the industry for the next 10 years?
I would like to separate here my individual vision, as someone who has been paying attention to the signs of the industry in the last 10 years, from what should also be a corporate vision and approach, that is in the eyes of SISQUAL.
Starting with myself, who is an optimist, I think we can have an encouraging vision. I am one of those who believe that after a deep crisis and facing the enormous challenges caused by the pandemic wave, development opportunities will be created, new doors will open breaking old paradigms, ideal conditions to correct the trajectory of the sector in a structural way, which would be difficult to achieve in a “previous state of normality”.
And here one of the biggest challenges has to do exactly with the reversal of old dogmas that have eternalized themselves as inflexible models in hiring, in the optimization of the workforce, wasted because there is no flexibility in the nature of labour relations. And this is exactly where my individual vision intersects with SISQUAL’s more corporate vision. Because this evolution, in our view, is inevitable, the breaking of these paradigms will bring new shift work offers, which will allow SISQUAL to implement innovative and brutally productive solutions for the optimization of the workforce; bringing to the cell phone of a health professional shift offers, suitable to his/her abilities, and literally delivering in his/her hands the power to make his/her choices, because it is through the shift auction, that it is possible to perfectly match the demand of the institutions with the offer of the labour force that the market can cover. So we have good reason to smile in the next 10 years.
4) Is there any other information you would like to point out?
Yes, I would like to thank you for the opportunity to win this award. For us professionals who serve healthcare, but also as anonymous “patients” of your services, there is nothing more important than patient safety. If someone goes to a hospital, they must be physically or mentally frail, and what matters most to them is to be safe, to feel that they can trust those professionals, that institution, and all the tools and systems that ensure life support. But the indicators from various geographies converge on the same result: more people die on weekends in hospitals than on weekdays. As if dying or staying alive depended on whether it was Saturday or Monday. But the numbers don’t lie, and all interpretations are unanimous in saying that the reason for these statistics is directly related to the levels of service provided, which truly means that they are directly linked to the efficiency of workforce management.
Today, in Europe, they already work with Patient Safety indexes, and here nobody would be surprised if it became law to force hospitals to have a Patient Safety Index higher than X. This alone forces them to generate work schedules based on time, competencies, and responsibilities, which cannot be achieved without a WFM tool.
In any case, SISQUAL is already working to ensure that its healthcare clients comply with the ethically recommended patient safety index. I think that during the first half of the next decade we will already be very close to this ideal in most hospitals in Brazil and it is with this responsibility that I received this award, with the focus of contributing to a better and safer future.