Presentation on theme: "Healthcare Human Resource Management Flynn Mathis Jackson Langan"— Presentation transcript:
1 Healthcare Human Resource Management Flynn Mathis Jackson Langan Strategic HR ManagementChapter 3PowerPoint Presentation byTonya L. Elliott, PHR
2 After you have read this chapter, you should be able to: Learning ObjectivesAfter you have read this chapter, you should be able to:Describe why a strategic view of HR is importantDiscuss HR as an organizational core competencyExplain how HR planning contributes to the attainment of organizational strategies and objectivesDefine HR planning in healthcare organizationsIdentify 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.Is HR a Core Competency?
4 HR – A Core Competency People become a core competency through HR activities:Attracting & Retaining-- Employees with unique professional and technical capabilitiesTraining & Development-- Employees with the most up-to-date skillsCompensation Plans-- Providing competitive compensation plans to retain talent
5 The Importance of Organizational Culture -- the shared values and beliefs of a workforceCompany Organizational OrganizationalStrategies Culture SuccessCompany Organizational OrganizationalStrategies Culture FailureMismatched culture/strategy can create barriers to the use of individual capabilities.
6 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 Scanning the External Environment Environmental scanning…The process of studying the environment of the organization to pinpoint opportunities and threats.
8 Environmental Scanning: Supply of Labor Workforce Composition and Work PatternsChanges in workforce compositionFlexible work schedules and locationsOffice nomads – work part-time in office, part time at homeTelecommuting – working via electronic computing & telecommunicationsVirtual offices – and office that is movable (wherever they are)Less employee supervision
9 Environmental Scanning: Supply of Labor (cont’d) Geographic and Competitive Concernspopulation fluctuationother employers and competitors in the areaemployee resistance to relocationEconomic Conditionsrecession & boomsaffects worker availabilityaffects staffing and compensation decisionsGovernment Influencesexpanding and bewildering HR lawssafety, confidentiality, and funding regulations
10 Internal Assessment A study of: The jobs that need to be done The skills of people currently available to do themCompare the needs of the organizationagainst the labor supply available.Human Resource Information Systems (HRIS)-- an integrated system designed to provide information used in HR decision making
11 Forecasting Data gathered from External environmental scanning + Internal AssessmentForecast HR supply & demand(in light of organizational objectives & strategies)Short-rangeIntermediateLong range
12 Forecasting Methods Estimates “How many people will you need next year?”Rules of ThumbGeneral guidelines applied to a specific situation in the organizationDelphi TechniqueExpert opinions through rounds of anonymous questionnaires resulting in ultimate agreementNominal Group TechniqueExperts meet face to face and opinions are compiled in a reportStatistical Regression AnalysisStatistical comparison of past relationships among various factors
13 Successful HR Planning Strategic AlignmentHR plans and programs aligned with organizational strategies and objectivesPurposeful & MeasurableNo ambiguity in purpose & ability to track progressClearly StatedWell documented, thoroughly discussed, & updated annually
15 Inputs to the Healthcare HR Strategic Plan Figure 3-5
16 Healthcare Trends & HR Planning American Hospital Association (AHA)’s 7 strategic HR implications:Healthcare is fundamentally about people caring for peopleWomen have greater optionsHealthcare leaders must view their human resources as a strategic assetPreferred work arrangements require broader perspective on employee relations to build loyalty and sense of stabilityEducation needs of healthcare workers are a critical issueNew technologies should allow for focus on care giving & supportWorkforce will only expand if hospitals can recruit from the general economy
17 Healthcare HR Management Challenges Workforce Availability and QualityInadequate supply of workers with needed skillsTight labor markets (low unemployment rates)Shortage of healthcare workersUse of contingent workers increasingtemporary employeesindependent contractorsleased employeespart-time employees
18 Healthcare HR Management Challenges (cont’d) Economic andTechnological ChangeShift from manufacturingand agriculture to serviceindustries andtelecommunicationsSome industries reducing # of employeesSome industries attract & retain greater # of employeesNeed employees with different capabilities than before
20 Healthcare HR Management Challenges (cont’d) DiversityMore women in the workplaceAging of the workforceEmploying individuals with disabilities (ADA)Employing individuals with differing sexual orientationBalancing work and family
21 Healthcare HR Management Challenges (cont’d) Organizational RestructuringResponse to lower revenues & higher cost pressures:Eliminating layers of managersClosing facilitiesMerging with other organizationsOut-placing workersResultRedesigned jobs & affected employees
22 Organizational Productivity in Healthcare Healthcare HR Management Challenges (cont’d)Organizational Productivity in HealthcareProductivity is a measure of the quantity and quality of work done, considering the cost of the resources it took to do the workOrganizational input vs. Organizational outputMeasure by: total cost of people per unit of output
23 Healthcare HR Management Challenges (cont’d) Organizational Productivity Improvement ApproachesOutsourcingMaking workers more efficient with capital equipmentReplacing workers with equipment and technologyHelping workers work betterRedesigning the work