Mission and Vision
The mission of Cleveland Clinic is to provide with better care for the sick individuals, investigating or diagnosing their problems and providing the ones they serve with further education. In addition to this, the organization’s vision is to strive in order to be the globe’s leader in clinical outcomes, patient experience, education and research. The founders of the clinic believed in a diversified workforce, considering them to be a single unit (Cleveland Clinic, 2007). This sort of efficiency, shared vision and cooperation has helped in fostering excellence in research, education and patient care (My.clevelandclinic.org, 2018).
According to Adams (2011), organizational objectives can be regarded as the short or medium term goals, which the organizations seek to accomplish. In order to carry out the mission and vision and to foster group practice in medicine, the clinic should;
- Excel in the specialized medical care, which is supported by a comprehensive research.
- Develop, evaluate, share and apply new technology.
- Attract the qualified scientific, support and medical staff.
As per Beinhocker & Kaplan (2003) opinion, the organizational strategy can be referred to the sum total of the actions, which the company intends to take for achieving the long term goals. The key strategies of the organization are to;
- Excel in their services.
- Provide with efficient accessibility to affordable care.
- Ensure that the organization’s quality underlies their decisions.
Cleveland Clinic is highly committed to the objectives and principles as presented in United Nations Global Compact. So are its human resource professionals. Cleveland Clinic’s human resource managers are highly concerned about the mission, vision and strategic plans or objectives of the organization. The vision of the human resource managers of Cleveland Clinic is to encourage as well as maintain a high performing culture. They motivate and encourage the workforce to drive forward to the program and maximize performances and develop the future capability. Moreover, the human resource professionals are instructed to update, diversify and redesign the management programs (Cleveland County Health Department, 2011).
The management development programs ensure that the organizational managers as well as the employees reach their fullest potential. In addition to this, it falls under the responsibility of the human resource managers to facilitate employee engagement. The human resource managers of Cleveland Clinic encourage the positive organizational culture and also innovation as well as collaboration. The manager work in collaboration with the department of Communications in order to run the employee engagement survey, held annually. Moreover, they take the required follow up actions. Furthermore, reviewing and updating the teams with proper organizational objectives is highly important (Bennett & Brush, 2007).
In addition to this, the mission of the human resource professionals is to ensure better practices, excellent human resource services delivery as well as legal compliance. The work plan objective of the human resource managers of the clinic is totally linked with the four human resource strategic objectives. They are;
- Continuously reviewing the employment practices and policies in order to ensure their compliance with the best HR practices and current legislation.
- Providing day to day specialized and in-depth advice to the managers.
- Delivering HR as well as Partners IT system for supporting the processes of human resource management.
- Continuous development of the programs and delivering the trainings and briefings in order to embed best practices within the organization (Bonn & Fisher, 2005).
There are various strengths of the human resource practitioners at Cleveland Clinic. Those are being discussed in this part of the report. Firstly, the company provides its employees with universal insurance policy, which is mandatory. Secondly, the clinic bears the healthcare expenditures of the employees’ family members. Thirdly, the organization has a friendly working environment, where the employees react with each other in a healthy manner. It has highly developed infrastructures as well (Chavan, 2009). The food as well as lodging facilities are also good, which is provided by the hospital, especially to the employees who do not live with their family members. Fourthly, the hospital works in accordance with the norms of World Health Organization. Last but not the least; the organization believes in hiring the most qualified professionals and encourages diversified workforce as they do not compromise on their quality. The human resource managers are instructed to follow the updated recruitment as well as selection techniques (Clark & Ghent, 2010).
Key Organization Objectives
Weaknesses
However, along with strengths, the organization has certain weaknesses as well, which cannot be ignored. The Cleveland Clinic does not have any proper arrangement for the training as well as development programmers of the employees. In addition to this, the remuneration package of the clinic is a bit weak. Moreover, the downward communication is ineffective as well as inefficient. Lastly, the company has low employee retention techniques.
Opportunities
The company can attract the outside talent with the help of their goodwill. Moreover, Cleveland Clinic can also take good advantaged of the knowledge for a diversified workforce. In addition to this, the organization’s popularity will help it attract a huge number of customers and this in turn, will give the company huge opportunities of expansion. Furthermore, the training and skills development will enhance the number of employees.
Threats
The major threats of the clinic include, utilization of external consultants, continual changes in the human resource managers, high level competition resulting into high attrition and lastly, reduction in the employee expenses due to the inconsistency in the revenue (Halepete, SheshadriIyer & Park, 2008).
According to Hariharan (2006), the objectives of the human resource managers of any company refers to the management of the recruitment, training and staffing procedures, enhancing team morale in order to increase the productivity. By the year 2019, the clinic will be ranked among the top ten health specialists across the globe. Moreover, by the year 2019, the organization will increase their capability to help the employees build up their abilities and skills in order to deliver improved services to their patients. The organization will have increased employee engagement in the service improvement productivity and activities. It will have increased management and leadership capabilities in the organization. More and more diversified workforce will be encouraged as it brings in huge talent within the workplace. The human resource objectives also include employee recruitment as well as retention procedures, performance appraisal, personal development plans, staff learning and development, reward and recognition programs, leadership as well as management capabilities, staff health and wellbeing, equality and diversity and others. In addition to this, the organization development as well as workforce planning will be done for developing the change strategy within the organization.
In the words of Hosmer (1994), the human resource strategies deals with the employee search, training and helping them with conflict resolution processes. The annual corporate human resource strategies typically include the talent acquisition, talent development, performance management, culture and organizational excellence. Firstly, the strategies of Cleveland Clinic’s human resource managers are to recruit as well as retain the diverse workforce in order to meet the requirements of the clinic, increase the overall performances of the open positions, which are filled within the deadline. Maintaining employee retention rate also falls under the human resource managers’ responsibilities. Moreover, increasing the overall percentage of the managers along with their active positions indicate higher satisfaction level. Furthermore, providing the development programs will also help the staff members and the managers to accomplish their goals as well as organizational objectives. Secondly, the human resource strategies include, increasing the percentage of the development programs to achieve the targeted level 3 and 4 results. Thirdly, the performance management also ensures the organization’s compensation as well as performance procedures are executed to maximize employee performances.
Key Organization Strategies
The implementation of the annual human resource operational plans focus on the administration of the policies and procedures, stand-along programs like training and staffing. In addition to this, it also involves the personnel development department that is responsible for managing the employees. In addition to this, the implementation of the plan also involves in creating an expense within the organization (Halepete, SheshadriIyer & Park, 2008). The major focus of the clinic’s human resource managers is to achieve the strategic goals and organizational objectives. Moreover, it also includes the training programs, which are integrated along with the clinic’s values as well as mission. Furthermore, the line managers should share joint responsibilities at all the areas of people management and hiring (Kendrick, 2004).
The human resource operational plan also involves the profit related objectives within the organization. In addition to this, the staffing involves the development of the strategic plans in order to determine how the human resource managers hire employees for the organization. Moreover, depending on the strategic plans, it is important for the human resource managers to perform the overall hiring procedure in a fair manner, without any biasness. Furthermore, they are required to hire the most deserving candidate for the welfare of the organization. The basic workplace policies also include the development policies, which will help the human resource managers reach their strategic goals and objectives (O’Regan & Ghobadian, 2007).
According to Halepete, SheshadriIyer & Park (2008), the measurement and assessment of annual human resource operating plan refers to the approach, which engages the human resource managers in making the policies and assessments within the organization. The purpose and value of having the measurements is to assess the progress as well as status of the annual human resource operating plan’s strategies. Moreover, the human resource managers are required to access to the sensitive data, like the payment information. The company needs to maintain a strategic plan of the human resource policies.
The strategic analysis and measurement of the annual human resources operating plan helps in identifying the human resource issues. In addition to this, prioritizing the actions and issues helps in drawing up the strategic plans that results into individual strategies of the human resource plan. This will in turn, keep the employees motivated to give their best performance (Beinhocker & Kaplan, 2003). Therefore, it can be said that the human resource plan should be able to determine the needs for recruitment within the organization, selecting the most deserving candidates for the organization, develop the training and development needs, setting up incentives and compensation plans for the employees and appraising their performances.
References
Adams, A. (2011). Mapping a strategic approach to HR leadership. Strategic HR Review, 11(1), 31-36.
Beinhocker, E. D., & Kaplan, S. (2003). The real value of strategic planning: The goal of a strategic planning process should not be to make strategy but to build prepared minds that are capable of making sound strategic decisions. MIT Sloan Management Review, 44(2), 71–76.
Bennett, D., & Brush, M. (2007). The annual HR strategic planning process: Design and facilitation lessons from Corning Incorporated Human Resources. Organization Development Journal, 25(3), 87–93.
Bonn, I., & Fisher, J. (2005). Corporate governance and business ethics: Insights from the strategic planning experience. Corporate Governance: An International Review, 13(6), 730–738.
Chavan, M. (2009). The balanced scorecard: A new challenge. Journal of Management Development, 28(5), 393–406.
Clark, R. L., & Ghent, L. (2010). Strategic HR management with an aging workforce: Using demographic models to determine optimal employment policies. Population Research and Policy Review, 29(1), 65–80.
Cleveland Clinic. (2007). Retrieved July 14, 2018, from https://my.clevelandclinic.org/ccf/media/files/About/CC_Annual_Report_2007.pdf
Cleveland County Health Department 2012-2015, Strategic Plan. (2012). Retrieved July 14, 2018, from https://clevelandcounty.com/cchd/wp-content/uploads/2012/11/2012-2015-Strategic-Plan.pdf
Halepete, J., SheshadriIyer, K. V., & Park, S. C. (2008). Wal-Mart in India: A success or failure? International Journal of Retail & Distribution Management, 36(9), 701–713.
Hariharan, K. (2006). The strategic role of human resource management. Siliconindia, 10(7), 40–41.
Hosmer, L. T. (1994). Strategic planning as if ethics mattered. Strategic Management Journal, 15, 17–34.
Kendrick, J. (2004). Plan or die! Professional Safety, 49(3), 8.
My.clevelandclinic.org. (2018). Retrieved from https://my.clevelandclinic.org/
O’Regan, N., &Ghobadian, A. (2007). Formal strategic planning: Annual raindance or wheel of success? Strategic Change, 16(1/2), 11–22.
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