Human resource planning is the primary step that indicates the need for an additional workforce. The HR has the mandate of recruiting, selecting, training and promoting candidates. When the HR establishes that the organization requires extra labor force, the recruitment process can start from within and extends to the outside environment. Some of the positions that need to be filled may attract candidates who are already working in the firm. As such, when an internal candidate gets promoted to fill in the new job position, the remaining workers are motivated to improve on performance and productivity, given that ideal promotion is based qualification and merit. Organizations should greatly consider a promotion from within because most of the employees who are elevated to higher positions are accustomed to the corporate culture. However, as much as a promotion from within, may be beneficial, it must be noted that new ideas and creativity are mostly attributed to employees coming from outside. Another fundamental issue that should be considered in the hiring process is unethical and unlawful practices that have characterized many organizations. Nepotism, cronyism, discrimination are practices that deny qualified individuals an opportunity to enhance careers due to the influence of some powerful forces within the organizational structure ( Bailey, Mankin, Kelliher, & Garavan, 2018 ). The U.S has a wide array of legal provisions that protect all individuals with the aim of making firms equal opportunity employers.
The second stage of human resource management is job posting. Such implies the organization makes it public that an opening exists within the firm. Due to technological disruption, most of the organizations have utilized digital platforms. Organizations have a website where job vacancies are posted. Additionally, recruitment through social media sites is steadily increasing due to the growing number of users. Other forms of posting jobs include posters and print Medias such as magazines and newspapers.
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The third stage is a selection process. Generally, when an organization advertises for a specific position, elements that define qualification for that particular position are highlighted. The applicants attach a resume and cover letter to the human resource department. The selection process is rigorous as it determines the individuals who will qualify for the next stage. The human resource manager in collaboration with other HR staff selects candidates who are deemed suitable and qualified for the job opening. Selection test or interviews are conducted to determine the suitability of the potential employee. In most organizations, selection tests are conducted in physical attendance. In this stage, some of the critical elements such as grooming are evaluated. The selection test is varying. More recently, organizations have introduced aptitude tests to assess the cognitive and mental capabilities of potential employees (Bailey, Mankin, Kelliher, & Garavan, 2018). Three compelling aspect of selection test is standardization, reliability, and validity. The results of the aptitude test are used to determine the person who gets the position. It means that the tests must be effective in producing the most qualified candidate.
The last significant step before hiring a candidate is the background check. The background check highlights the conduct and character of the potential employee. For instance, a prospective employee with a criminal record may pose a threat to the organization unless it can be substantiated from relevant authorities such as the Department of Justice or Department of Correction that the person is reformed and is ready to be re-integrated into the mainstream society. Another issue that should be considered is the medical history of the applicant. Applicants with preexisting medical conditions may require special treatment or modification in the workplace. The hiring of a new employee is complete once the board in collaboration with other departmental heads is convinced that the potential employee has met all requirements.
Comprehensive Training Strategy
Training new employees is a daunting task that requires comprehensive strategies for the process to attain any tangible results. The effective training program should be updated and aligned with the changing business environment. The healthcare sector is encountering unprecedented reforms on new level due to the dynamic demands of the patients. The hospital provides healthcare services to the patients at a fee. The quality of services will determine the profitability and sustainability of the health organization in the competitive market environment. As mentioned that new employees bring new ideas and creativity, the ideas and creativity are only useful if the organization knows how to utilize them.
The first strategy is to benchmark against the competitors in the industry. The organizational leaders must assess what the competitors are doing considering that the challenges and progress in health care are uniform across the board. The benchmarking can be achieved by reviewing social media sites to note what the clients think of the competitor. The organization can build on the strengths of the competitor or mitigate the setbacks to create a new and comprehensive training that imparts the employees with adequate knowledge and skills.
The new human resource employees join the organization which has other employees in the same department. The goal of the training is to accelerate adaptation to the organizational culture and enhance the performance and productivity of the new employees. Information about corporate performances, requirements or adjustments can be obtained from the current employees. Surveying the current employees is essential in enhancing the knowledge on the issues affecting the health organization. Furthermore, it must be emphasized that the new employees will be responsive to an individual who seems to know what he or she is talking about.
The second strategy is an alignment of the training with management goals. The hospital has its goals and objectives. It means that the training should advance the organizational goals. The strategy is particularly vital because the achievement of management goal is contingent on the input of all the employees. Therefore, if the employees fail to understand the organizational goals during the period of training, they may end up impeding the process, which is disastrous and can lead to cataclysmic failure of the organization. The last strategy of comprehensive training is by measuring results. In the process of training, it is critical to evaluate whether the new employees are gaining or losing. If the employees are gaining from the training, it will be reflected on results. Therefore, employees training should take a period of 4 to 8 week. The evaluated should be done after every two weeks. For new employees who are stagnating in the training process, new methods of training based on contextual needs can be introduced.
Motivation Strategies
Learning the key aspect of the new job determines the output of the employees. However, the efficacy of the training programs is compromised if the new trainees fail to grasp the key aspect of the job. The ripple effects of training inadequacies manifest on job dissatisfaction and incompetence. The first strategy for motivating the new employees is through communication. As a trainer, it is essential to develop a strong working relationship with the employees. The relation can only be established through effective individual communication. Treating new employees as a group may be ineffective as each person has his or her choices, preferences, and motivating factors ( Bratton & Gold, 2017 ). Individual communication will open the closed channels where the trainee can trust the trainer on personal issues that are troubling and which require resolutions. The feedback that the trainer gets from the trainee can be used to formulate training strategies. Again, when the trainees feel that their presence is appreciated and acknowledged in the organization, they become inspired.
The second strategy is through the creation of a pleasant working environment. A conducive environment is a source of motivation. It means that the training venue should have sufficient lighting and insulated from noise. Additionally, the resources that are required for training should be adequate and readily available. For instance, each trainee should have access to training manual and other relevant accessories. The training experience can be enhanced through the use of digital technologies such as projectors and computers.
The last motivating strategy is by rewarding employees who are showing outstanding performance. Rewarding the best employees is done after the evaluation. As a trainer, it evident that financial or other types of benefits may be out of reach. However, the trainer must be creative in offering rewards that inspires other trainees to improve. For example, the trainer can reward the best performing trainees with company’s souvenirs such as customized shirts, mugs, pens, and notebooks.
Key Issues
The first issue that is affecting many organizations in the healthcare sector is staff shortage. Research has shown that many employees are quitting jobs in the healthcare sector due to multiple challenges that are facing many hospitals ( Drummond et al., 2015 ). Shortage of staff increases the burnout rate leading to low performance and productivity. Furthermore, in health organization has grave ramification on the quality of services that patients receive. Human resource management employees are key in determining the environment in which other employees live in the organization ( Bratton & Gold, 2017 ). Most of the complaint regarding work is forwarded to supervisors who in turn follow the vertical chain. The human resource management staffs are the conduit for transmitting information from workers to the senior manager. The new employees can solve the issue of staff shortage by periodically analyzing the work input against work output. Furthermore, the human resource management employees should be designated work that exclusively deals with improving labor processes in the organization.
The second issue that human resource management employees should understand is occupational stressors. Occupational stressors impede the performance of the staff. The new employees must subject themselves to different work conditions and engage with other employees to determine work stressors. Identification of occupational stressors is a precedent for the formulation of mitigation measures that ensure that all employees are satisfied with their jobs. The evaluation criteria will follow after the implementation of corrective strategies. It is assumed that the performance of the employees and the overall productivity of the organization will improve if all the impediments are removed.
References
Bailey, C., Mankin, D., Kelliher, C., & Garavan, T. (2018). Strategic human resource management . Oxford University Press.
Bratton, J., & Gold, J. (2017). Human resource management: theory and practice . Palgrave.
Drummond, M. F., Sculpher, M. J., Claxton, K., Stoddart, G. L., & Torrance, G. W. (2015). Methods for the economic evaluation of health care programmes . Oxford university press.
