What Course of Action Would You Recommend to the CEO in the First Hospital As a Way to Improve the Operation of HRM at the hospital?
The report discusses the answer to the questions based on the case study provided on a hospital. The first question answered in the report deals with recommendations for the course of action of the CEO in a hospital for improving the operation of HRM (human resource manager). The report also explains the importance of HRM for the successful running of the business. The discussion of the second question in the report based on the given case study that deals with the key features that are necessary for development of sustainable capacity. Thus, there are various key points mentioned that looks after that the role of HR is sustainable for an organization. In the report, one can find the mention of the activities of the HR in keeping a track of all the records and ensuring effective running of the organization. The report also mentions that HR is also an integral part of an organization responsible for maintaining the client and staff relationships and understands the client needs effectively.
The CEO of the first hospital is trying to carry on the HR facilities and function with the help of his finance managers without having a dedicated HR department. Although, they are trying to maintain all the HR functions but with their share of responsibilities, they are not being able to carry that out effectively (Susomrith & Brown, 2013). That is the reason for absenteeism, shortages of staffs and industrial disputation. Therefore, the hospital must have a dedicated HRM who will initiate responsibilities both for the non-clinical and clinical staffs so that they effectively deliver service to the patients. A dedicated HRM is necessary for carrying out the following functions that will enable the hospital to run better. Therefore, recommendations made to the CEO of the hospital for incorporating a dedicated team that operation of the HRM in the hospital who will be responsible for carrying out the following functions.
Maintaining Profits and Budget:
The HRM holds the responsibility of being loyal to the organization. Therefore, the hospital must depend on the careful decisions of the HR in maintaining the financial resources while maintaining the stockholders profit and the owners (Joshi & Ratnesh, 2013). If there is a need for recruiting additional staffs or reducing the doctors, the HRM carry out the activity within the framework and parameters of the budget of the hospital.
Ensure the number of Staffs Meets the Appropriate Need
Key Features of Building a Sustainable HR Capability
The role of the HR manager is to ensure that each department of the hospital have sufficient amount of staffs. This is because, the HR managers keep track of the department head, past staff counts and the present needs of the patients (Mannan,, MacLachlan & McAuliffe, 2013) HR also takes immediate action to meet the absenteeism by finding replacements on an immediate basis. Therefore, the HR managers also have the responsibility of maintaining good relationships with agencies of medical staffing
Ensure updated Credentials and Training
The HR manager also plays a important role in renewing the licenses of the staff members. The professionals attached to the medical professional must renew certifications in order to continue with the license (4). This HR manager maintains a record of such needs and accordingly can arrange for opportunities and on the job training facilities so that the professionals can earn the required educational credentials.
Ensure Staff Needs are Met
The HR manager and the team also ensure that employees benefited and employee performance monitored. Be it an issuance of an insurance coverage for a new baby or a grievance everything falls under the HR responsibility. They also keep track of the staffs going for extended leaves and temporarily replace their positions so that adequate staffs members are present(Arnold, Coran, & Hagen, 2012). This is necessary because a hospital cannot operate effectively in the absence of its primary staff. Hospitals are a place that operates on a 24-hour basis that makes the role of HR all the more crucial.
This is to be understood that the business, social and political ambience are changing rapidly and therefore business must continuously respond, restructure and refocus for coping with changing needs of the diverse demands. This is also increasing the need for individuals and teams that ensure high performance. Therefore, there has been need for a strategic focus and greater capacity for the delivery of the human resource process and strategies. The organization should ensure sustainable HR capabilities so that the HRM can cooperate with line managers, have ability to plan and design system, have ability to diagnose opportunities and problems and ensure proper intervention and process and above all ensure delivery of promises (Singh et al., 2012).
The HRM uses strategic HR leadership to assist line managers for solving management problems related real people and thereby building effective relationship with them for understanding the business needs. They also enable collaborating with the middle managers for delivering business results through people (Longenecker & Fink, 2013).
The role played by HRM is therefore to create a sustainable mission, vision and strategy for the effective functioning of the organization. They are the people who help in accessing and evaluating the mission and vision of the organization and makes sure that they are addressed with a sustainable approach. They also initiate a perspective that not only helps in developing a compelling business of the organization.
In this context, the organization must also ensure the following for sustainable HR capability:
Modification of the HR Role:
The organization must ensure that the HR must know his/ her role in accordance with the organizational strategies so that they are easily able to cope and taking decisions as per the change in business in greater perspective
Personal Effectiveness:
The organization must make sure that the HR managers are proactive to align with the changing business scenario and capable enough to build a mindset and initiate actions accordingly that will ensure effective decision-making (Ulrich et al., 2013).
Effectiveness in Leadership:
The organization must ensure that the HRM understands its role and competencies so that they can ensure effectively implement them.
Be Analytic and Diagnostic
The organization must make sure that the HRM effectively identifies the client needs and take decisions accordingly (Armstrong & Taylor, 2014).
Effective Implementation
Organizations must look for HRM who are efficient enough to design an intervention that will not only demonstrate the benefits but will also take care of the clients need.
Role Allocation and Process Mapping
The HR must be efficient enough to ensure proper role allocation that is there should be clearance about how much to allocate and the sequences followed. The people responsible and any interdependencies identified.
Management of Stakeholder
The HR should undertake the responsibility for planning and managing stakeholders for ensuring the effective buy-in support
Ensure Change Management
The HR should keep a tab on the changes happening and therefore must ensure it to sustainable through implementation processes of change management.
Management of Relationship
Through involvement and communication, the HR must ensure effective expectation setting of clients by building credible relationships
Skills of Influencing
For ensuring greater impact and influence, the HR must be empowered with influencing techniques.
Skills of Facilitation
The role of HR is to ensure capabilities for facilitating adverse circumstances and challenging environments (Bens, 2012).
Conclusion:
The report ends in the light of discussing the key features that are necessary for building sustainable HR capability. Thus from the report it is clear that HR plays a very important role in driving the organization. Therefore, to ensure effective business in an organization HR needs to play n effective role. The report also provides answer to the questions of based on a case study of a hospital. The first answer provided in the report is the recommendations to the CEO of the hospital for improving the operation of the HRM in the hospital. The answer to the second question discusses the key factors necessary for sustainable HR capability.
References:
Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management practice. Kogan Page Publishers.
Arnold, C. L., Coran, J. J., & Hagen, M. G. (2012). Revisiting patient communication training: an updated needs assessment and the AGENDA model. Patient education and counseling, 88(3), 399-405.
Bens, I. (2012). Facilitating with ease! Core skills for facilitators, team leaders and members, managers, consultants, and trainers. John Wiley & Sons.
Joshi, A., & Ratnesh, K. (2013). HUMAN RESOURCE BUDGETING AND HRM STRATEGIES: A PARADIGM SHIFT THAT INCREASES JOB SATISFACTION, EFFECTIVENESS OF RECRUITMENT DECISIONS OF HUMAN ASSETS. International Journal of Management Research and Reviews, 3(1), 2327.
Longenecker, C. O., & Fink, L. S. (2013). Creating human-resource management value in the twenty-first century: Seven steps to strategic HR. Human Resource Management International Digest, 21(2), 29-32.
Mannan, H., MacLachlan, M., & McAuliffe, E. (2013). The human resources challenge to community based rehabilitation: the need for a scientific, systematic and coordinated global response. Disability, CBR & Inclusive Development, 23(4), 6-16.
Singh, R. K., Murty, H. R., Gupta, S. K., & Dikshit, A. K. (2012). An overview of sustainability assessment methodologies. Ecological Indicators, 15(1), 281-299.
Susomrith, P., & Brown, A. (2013). Motivations for HR outsourcing in Australia. The International Journal of Human Resource Management, 24(4), 704-720.
Ulrich, D., Younger, J., Brockbank, W., & Ulrich, M. D. (2013). The state of the HR profession. Human Resource Management, 52(3), 457-471.
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