Healthcare Human Resource Management ... - Higher Education

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8 Νοε 2013 (πριν από 3 χρόνια και 8 μήνες)

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Healthcare

Human Resource

Management


Flynn Mathis Jackson Langan


Strategic HR Management

Chapter 3

PowerPoint Presentation by

Tonya L. Elliott, PHR

2

Learning Objectives

After you have read this chapter, you should
be able to:



Describe why a strategic view of HR is important


Discuss HR as an organizational core competency


Explain how HR planning contributes to the
attainment of organizational strategies and objectives


Define HR planning in healthcare organizations


Identify three HR management challenges found in
healthcare organizations

3

Strategic HR Management

Strategic HR management

uses employees to help an
organization gain or keep a competitive advantage
against its competitors.


A
core competency

is a unique capability in the
organization that creates high value and differentiates
the organization from its competitors.

4

HR


A Core Competency

People become a core competency


through HR activities
:


Attracting & Retaining


--

Employees with unique professional and technical
capabilities


Training & Development


--

Employees with the most up
-
to
-
date skills


Compensation Plans


--

Providing competitive compensation plans to retain
talent

5

The Importance of Organizational Culture

Organizational culture

--

the shared values and beliefs of a workforce


Company


Organizational Organizational

Strategies



Culture



Success


Company


Organizational


Organizational

Strategies



Culture



Failure


Mismatched culture/strategy can create barriers to the use
of individual capabilities.


6

HR Strategic Planning

HR strategic planning…


The process of analyzing and identifying the need for
and availability of human resources in order to
accomplish the organizational objectives.


HR strategies…


The means used to aid the organization in managing
the supply and demand for employees.

7

Environmental scanning…


The process of studying the environment of the
organization to pinpoint opportunities and threats.



Scanning the External Environment

8

Workforce Composition and Work Patterns



Changes in workforce composition



Flexible work schedules and locations


Office nomads


work part
-
time in office, part time at
home

Telecommuting


working via electronic computing &
telecommunications

Virtual offices


and office that is movable (wherever
they are)



Less employee supervision

Environmental Scanning: Supply of Labor

9

Geographic and Competitive Concerns

population fluctuation

other employers and competitors in the area

employee resistance to relocation


Economic Conditions

recession & booms

affects worker availability

affects staffing and compensation decisions


Government Influences

expanding and bewildering HR laws

safety, confidentiality, and funding regulations


Environmental Scanning: Supply of Labor (cont’d)

10

A study of:


The jobs that need to be done


The skills of people currently available to do them


Compare the needs of the organization

against the labor supply available.


Human Resource Information Systems (HRIS)


--

an integrated system designed to provide
information used in HR decision making

Internal Assessment

11

Data gathered from

External environmental scanning
+

Internal Assessment




Forecasting

Short
-
range

Intermediate

Long range

Forecast

HR supply & demand

(in light of organizational objectives & strategies)

12

Estimates


“How many people will you need next year?”


Rules of Thumb


General guidelines applied to a specific situation in the
organization


Delphi Technique


Expert opinions through rounds of anonymous
questionnaires resulting in ultimate agreement


Nominal Group Technique


Experts meet face to face and opinions are compiled in
a report


Statistical Regression Analysis


Statistical comparison of past relationships among
various factors

Forecasting Methods

13

Successful HR Planning

Strategic Alignment

HR plans and programs aligned with
organizational strategies and objectives


Purposeful & Measurable

No ambiguity in purpose & ability to track progress


Clearly Stated

Well documented, thoroughly discussed, &
updated annually

14

HR Strategic
Planning Process

Figure 3
-
2

15

Inputs to the
Healthcare HR
Strategic Plan

Figure 3
-
5

16

American Hospital Association (AHA)’s 7 strategic HR implications:


1.
Healthcare is fundamentally about people caring for
people

2.
Women have greater options

3.
Healthcare leaders must view their human resources as a
strategic asset

4.
Preferred work arrangements require broader perspective
on employee relations to build loyalty and sense of
stability

5.
Education needs of healthcare workers are a critical
issue

6.
New technologies should allow for focus on care giving &
support

7.
Workforce will only expand if hospitals can recruit from
the general economy

Healthcare Trends & HR Planning

17

Workforce Availability and Quality


Inadequate supply of workers with needed skills

Tight labor markets (low unemployment rates)

Shortage of healthcare workers

Use of contingent workers increasing


temporary employees


independent contractors


leased employees


part
-
time employees

Healthcare HR Management Challenges

18

Economic and

Technological Change


Shift from manufacturing

and agriculture to service

industries and

telecommunications



Some industries reducing # of employees


Some industries attract & retain greater # of
employees


Need employees with different capabilities than
before

Healthcare HR Management Challenges (cont’d)

19

Occupational Shifts

Figure 3
-
6

20

Diversity


More women in the workplace


Aging of the workforce


Employing individuals with disabilities (ADA)


Employing individuals with differing sexual orientation


Balancing work and family

Healthcare HR Management Challenges (cont’d)

21

Organizational Restructuring


Response to lower revenues & higher cost pressures:

1.
Eliminating layers of managers

2.
Closing facilities

3.
Merging with other organizations

4.
Out
-
placing workers

Healthcare HR Management Challenges (cont’d)

Result

Redesigned jobs & affected employees

22

Organizational Productivity in Healthcare


Productivity

is a measure of the quantity and quality of
work done, considering the cost of the resources it
took to do the work


Organizational input
vs.

Organizational output


Measure by:
total cost of people per unit of output

Healthcare HR Management Challenges (cont’d)

23

Organizational Productivity Improvement Approaches


Outsourcing


Making workers more efficient with capital equipment


Replacing workers with equipment and technology


Helping workers work better


Redesigning the work

Healthcare HR Management Challenges (cont’d)