Proposed Recommendation to Mitigate HRM Challenges
Some of the challenges faced by human resource management in the hospital include diversity at the workplace, embracing inevitable changes such as advances in technology, and attracting talent to the hospital. The recommendation for mitigation includes training and development exercises, especially on diversity at the workplace, to increase cultural competency among the staff (Boselie et al., 2021) . This will help them understand and appreciate diversity. It will also increase their ability to handle patients from the diverse cultural background. Training and development will also increase the skills and update knowledge about healthcare services trends, thereby increasing the quality of services offered (Flynn et al., 2021) . Better quality of healthcare services keeps the hospital at a better competitive advantage over its competition in the same industry (Karami et al., 2017) . This will help the staff adapt to changes in technology and other evidence-based practices employed in the hospital. Like any other organization, hospitals need to generate revenue to keep their operations going. Private hospitals are designed for profits; this can only be achieved if the quality of services offered is either as good as their competition or better.
Differences of my Hospital with its Competition
There are several differences between my hospital and its competition. The competition has an oncology department that was recently installed. The hospital has an operational Hemophilia treatment center and a genetic testing lab that has significantly diversified the services offered compared to its competition (Karami et al., 2017) . The other difference is my hospital has a higher number of staff in all the departments, an initiative undertaken to increase the efficiency of services offered by the healthcare services. The competitors also have advanced technology in their facility, including their information and communication technology, among other technological advances.
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Emulating Competitors Programs
To emulate the programs adopted by the competitions, my hospital will require millions of dollars’ worth of funding. The funds will be used to construct a hemophiliac care center and an oncology department. The resources required to run these departments will also be immense, including hiring oncologists and hematologists among other interdisciplinary teams needed to run these departments (Alagoz et al., 2018) . Updating the information and communications programs will require the purchase of software and additional computers. Technicians will also be hired to implement the upgrades to meet that of the competition. The HRM will also facilitate training and development exercises to update the skills of the staff in relation to advanced information and communication technology in healthcare.
Key Factors and Cost to Enact Culture Changes
The key factors include elaborate and well-defined behaviors and cultures that need to be adopted. The culture should also be aligned with the organization's strategies and the goal, mission, and vision. Other factors include purchasing the required resources needed for the changes, such as requirements and technological tools (Tursunbayeva, 2019) . Training and development exercises will also be necessary to facilitate smooth change in culture. The cost of adopting culture and programs used by the competitions will require funds to construct new departments, purchase resources, hire new staff, and train and develop exercises.
Expected Challenges in Emulating Competitors Program
Financial constraints will be the primary challenges emulating the programs adopted by the competition. The construction of new departments and the purchase of equipment will be costly. The training and development exercise and hiring new staff will also incur a cost for the hospital. The changes require will also disrupt the operations of the organization, thereby incurring losses to the hospital. Change can also result in conflict due to fear and uncertainty among the staff (Alagoz et al., 2018) . It is also common for employees to result from changes; therefore, poor planning and strategy can fail in the change process. Setbacks in the hospital operations are expected as changes will disrupt the hospital's normal operations. This will result in poor or inefficient healthcare services offered to the patients (Flynn et al., 2021) .
Risks of not Addressing the Differences with the Competition
The differences with the competing hospital may have a significant effect on patients seeking care in the hospital. Patients tend to seek services where the facilities have sufficient resources and staffing. The efficiency of services offered will also be minimal if changes the differences with the competition are not addressed. Healthcare services such as cancer treatment and hemophilia will divert patients from this hospital to the competition leading to lost opportunities for this healthcare facility (Boyd, 2017) . Failure to upgrade the information and communication technology programs will result in slow services offered, thereby reducing the efficiency of healthcare services compared to the competition.
Mitigating Cost of Turnover
Some primary causes of employee turnover in healthcare are the work environment and lack of career growth opportunities. Employee turnover results in loss of institutional knowledge and increases the cost of hiring, recruitment and training of new staff. This can be mitigated by hiring the right people in the first place to ensure the right skill sets in the hospitals. The other strategy is providing sufficient resources to help the staff meet their goals in the hospitals (Boyd, 2017) . Human resource management should also provide room and opportunity for career growth among employees to increase their job satisfaction.
References
Alagoz, E., Chih, M. Y., Hitchcock, M., Brown, R., & Quanbeck, A. (2018). The use of external change agents to promote quality improvement and organizational change in healthcare organizations: a systematic review. BMC health services research , 18 (1), 1-13.
Boyd III, J. (2017). Voluntary employee turnover: Retaining high-performing healthcare employees (Doctoral dissertation, Walden University).
Boselie, P., Van Harten, J., & Veld, M. (2021). A human resource management review on public management and public administration research: Stop right there… before we go any further…. Public Management Review , 23 (4), 483-500. https://doi.org/10.1080/14719037.2019.1695880
Flynn, W. J., Valentine, S. R., & Meglich, P. (2021). Healthcare human resource management . Cengage Learning.
Karami, A., Farokhzadian, J., & Foroughameri, G. (2017). Nurses’ professional competency and organizational commitment: Is it important for human resource management? PloS one , 12 (11), e0187863. https://doi.org/10.1371/journal.pone.0187863
Tursunbayeva, A. (2019). Human resource technology disruptions and their implications for human resources management in healthcare organizations. BMC health services research , 19 (1), 1-8. Retrieved from: https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-019-4068-3
