Organized Labor and Human Resources Plans

Staffing 

Efficient human resource management is key to the performance of every organization across the globe. One of the critical functions of the human resource management is centered on the hiring of competent staff into the workplace. Essentially, staffing is the process involved in the hiring as well as the firing of the staff in a specific company. Primarily, the human resource department in a company is responsible for the staffing process. The main aim of staffing is to fill vacant job positions with competent employees to boost a company's performance. Staffing is a necessary process in an urgent-care clinic (Fagerström, Lønning, & Andersen, 2014). 

The following are some of the benefits of staffing an urgent-care clinic. First and foremost, staffing fundamentally contributes to the smooth running of the organization's overall operations. The smooth running of the clinic is one of the goals of human resource management. Secondly, staffing leads to the inclusivity of competence among the employee base in the clinic. An urgent-care clinic aims at employing the right people for their right positions top spark growth. As a result, staffing has a crucial role in such a setup. The third importance of staffing is to avoid a chaotic working environment. One of the components of staffing is the hiring. During hiring, the employees are plainly made aware of their jobs and their expectations. Therefore, every employee sticks to their track at work (Fagerström, Lønning, & Andersen, 2014). 

The steps involved in staffing at the urgent-care clinic are as follows. Staffing begins by finding out the number of employees and the number of vacant positions in the clinic. The evaluation to come up with the variables is relevant to the clinic as it contributes to saving the money and the time that would be used in the process devoid of the evaluation phase. After the workforce requirements are estimated at the clinic, the search for the fit candidates for the job position is done. The search targets to come up with the best candidates for the position. The third step is to make an informed selection of the candidates that have been found fit to the job position (Armstrong & Taylor, 2014). 

The fourth step is placing the selected candidates for the job positions at the clinic and orienting them to their workplace expectations. The placement comes after the selection of the best fit employee who the clinic wishes should join the other staff. The human resource department plans for their private tour to familiarize themselves with the other employees and the existing culture at the urgent-care clinic. The last step is training and development. After the new employee is shown around the clinic, he or she is then explicitly trained on the job position they have been hired for, and they are developed to fit the clinic's way of doing things. That marks the end of the staffing process (Armstrong & Taylor, 2014). 

Recruitment 

After the coming up of a vacant position at the urgent-care clinic, the human resource management seeks to fill up the job position with the best and qualified employees to enhance productivity and in the long run, overall organizational development. The human resource management looks for such prospective employees and finds out ways of interesting them. Recruitment has a broad scope of activities in the human resource department of the organization. The comprehensive focus comes in because recruitment starts shortly after the identification of a vacant position at the company and ends when the employee is finally introduced to the company. 

Recruitment is essential to the urgent-care clinic's overall operations. One of the ways indicating vitality to the processes at the clinic is that it leads to the realization of the strategic goals of an organization. Recruitment seeks to find the best employee who will enhance the organizational objectives. The second importance is that recruitment smoothens the hiring process of the applicants to a job interview pertaining the urgent-care clinic. Recruitment leads to the observation of the legislative requirements that drive the clinic's human resource management. Recruitment achieves that by having step-by-step procedural nature with expectations at each step of the recruitment process. 

Recruitment starts by analyzing the job requisition at the clinics level. The analysis involves spotting the areas where recruitment is necessary. One of the primary methods of study is the development of a job description. The job description undergoes constant review. The second step is sourcing for the required employees at the clinic. The supply can be done using a variety of ways. One of the ways is word of mouth networking. The organization can communicate to their employees who go and interact with other people. In the long run, a potential candidate is found. The other way is posting the job vacancy. Posting can be done via the distribution of flyers. Additionally, with the current level of technology in the world, the urgent-care clinic may opt to post the job on social media platforms to attract a following which possibly has a suitable candidate (Stone, Deadrick, Lukaszewski, & Johnson, 2015). 

The other step in the recruitment process is the screening of the found candidates. The candidates are screened with a series of interviews to gauge their appropriateness at the job positions. The candidates under recruitment may also be tested on the various skills that they are expected to possess as the potential employees to the clinic. Lastly, the job offer is finalized in the recruitment process. The job offer is made available to the applicant, and they are left to make a decision concerning it (Wilton, 2016). 

Retention 

Retention in human resource management is the act of keeping employees and avoiding losing them. Statistically, for example, the retention rate of an organization can be represented as let's say 60%. The 60% retention means that the company has still employed sixty percent of its initial employees in a given period. Retention is advantageous to both the organization and the employees. The organization benefits from the fact that the initial and experienced workers are unable to work efficiently and induce the other new employees efficiently into the traditions of the organization. For the employees, retention gives them the satisfaction and the fulfillment of their working dreams and aspirations (Cascio, 2014). 

As aforementioned, retention is so beneficial to both the organization and the employees. In our case, the following are the benefits of employee retention at the urgent-care clinic. Firstly, employee retention at the clinic provides consistency. Consistency is intrinsic to the clinic's performance in that the customers prefer being handled by one or two familiar personnel. The familiarity of the patients to the professionals at the clinic increases their trust in the clinic's operations. Secondly, retention of the workers equally retains talents and ideas at the workplace. Every employee at the clinic was hired due to an individual uniqueness that was to be of benefit to the organizational performance (Al-Emadi, Schwabenland, & Wei, 2015). 

Employee retention at the urgent-care clinic leads to the building of an excellent image to the external environment of the venture. For example, job seekers who would consider being employed at the clinic would look at the retention rate to contribute to their interest. That happens in the sense that a good working environment is more likely to attract and keep employees than a hostile one. Employee retention maintains a competitive advantage between the clinic and its competitors. The competitors to the clinic may benefit when the urgent-care clinic lets go of a skilled employee. The employee may end up boosting the competitors' performance against the clinic. Therefore, employee retention gives the clinic a competitive advantage over the competitors (Al-Emadi, Schwabenland, & Wei, 2015). 

To achieve the employee retention goals at the clinic, it needs to motivate the existing workers to urge them to stay mote and be more productive in their work. Examples of the motivation could be incentives and friendly contests at the workplace. Some activities could be made at the clinic to ensure a happy staff base. Some of the events could be employee pickup at agreed pickup points to and from work, dry-cleaning days in a month, and a free lunch day. The other retention strategy could be opening the lines of communication between the employees and the management. Effective communication is a vital tool in retaining the employees. 

Development 

Development in the human resource management, popularly known as human resource development, the act of the human resource department in a company helping their employees realizes their potentials which are under-utilized to help them become more outstanding in their personal as well as organizational effectiveness. Human resource development can either be formal or informal. Informal human resource development at the urgent-care clinic may involve the coach or human resource manager coaching a new healthcare professional on the best practices for sustainable customer service such as by attaining patient satisfaction in the clinic's processes. Formal human resource development is characterized by a detailed procedural approach to the process to help the employees develop their skills and improve on the areas they are not working well (Storey, 2014). 

The first step in development is usually to benchmark from the other organizations on their development programs. The other organizations could be the competitors to the clinic. The urgent-care clinic can combine best practices in human resource development. The second step is to survey the staff. The survey is done in the form of employee analysis. The analysis is relevant to the identification of the organizational areas that require radical changes. The third step is to align the developmental training to the clinic's objectives. The alignment leads to convenient and efficient conduction of human resource development initiatives. The fourth step is to run the program like it were a business idea. It helps in the commitment to the development plan (Storey, 2014). 

The fifth step is to integrate the development initiative into the existing company culture. The integration enables the employees to feel the developmental targets and work on them in their day-to-day operations. The sixth step in the development is to promote innovativeness in the development of the company's operations. One significant way of encouraging innovation is to offer inclusivity to the employees at the clinic to human resource development. The last step in the development plan is to measure the outcome. Monitoring and controlling the organizational development is essential to the effectiveness of the development strategies (Storey, 2014). 

Compensation 

Compensation in human resource management refers to the benefits the employees of an individual communication receive in exchange for their services. The benefits are usually monetary. Reimbursement may take several forms in an organization including direct rewards such as wages and salaries, as well as indirect rewards such as shopping vouchers and gift hampers to the best employee of the year. However, compensation does not have to be entirely monetary. For instance, if an individual employee is promoted to a managerial position for being the employee of the year, they have been compensated (Olafsen, Halvari, Forest, & Deci, 2015). Nevertheless, looking at the promotion, there is a monetary aspect of it regarding increased pay. Therefore, compensation is primarily founded on financial benefits (Gupta & Shaw, 2014). 

Compensation can be done at the urgent-care clinic due to the following reasons. One of the primary reasons is to boost employee motivation and spark more productivity. Motivated employees at the clinic lead to the improvement of leadership and customer service. Compensation can be done to enhance customer retention. Employees who are motivated to stay in a specific company by being given incentives and rewards to acknowledge their noble task are more likely to be retained in an organization than those who are not. Compensation is also done to initiate internal competition in the clinic. The fair competition, in the end, provides the clinic with an opportunity to grow financially and socially (Gupta & Shaw, 2014). 

Compensation at the urgent-care clinic is inherent to the effectiveness of the recruitment process. The compensation package is used to attract the potential employees to apply for the healthcare professionals vacancies at the clinic. Compensation is intrinsic to employee motivation at the clinic. The three forms of payment stated earlier are vital to the motivation of the employees to work more and improve patient satisfaction and consequent trust in the clinic's services. Impliedly, compensation leads to the job satisfaction among the professionals at the clinic. The achievement owes to the compensatory efforts at the urgent-care clinic (Gupta & Shaw, 2014). 

Also, compensation at the clinic contributes to the upholding of compensatory laws set by the various institutions such as the government of the United States of America. Hence, payment ensures the organization is in good books with the stipulated rules and regulations. Lastly, compensation saves the clinic money. One of the most notable approaches in which reimbursement saves money is by employee retention. The retention of the workers leads to the savings on the money that would otherwise be used in the hiring and training the new employees. That is to say that employee retention is one of the objectives of compensation in a company (Gupta & Shaw, 2014). 

References 

Al-Emadi, A. A. Q., Schwabenland, C., & Wei, Q. (2015). The vital role of employee retention In human Resource management: A literature review. IUP Journal of Organizational Behavior , 14 (3), 7. 

Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management Practice . Kogan Page Publishers. 

Cascio, W. F. (2014). Leveraging employer branding, performance management and human Resource development to enhance employee retention. 

Fagerström, L., Lønning, K., & Andersen, M. H. (2014). The RAFAELA system: a workforce planning tool for nurse staffing and human resource management. Nursing Management , 21 (2), 30-36. 

Gupta, N., & Shaw, J. D. (2014). Employee compensation: The neglected area of HRM research. Human Resource Management Review , 24 (1), 1-4. 

Olafsen, A. H., Halvari, H., Forest, J., & Deci, E. L. (2015). Show them the money? The role of pay, managerial need support, and justice in a self-determination theory model of intrinsic work motivation. Scandinavian Journal of Psychology , 56 (4), 447-457. 

Stone, D. L., Deadrick, D. L., Lukaszewski, K. M., & Johnson, R. (2015). The influence of technology on the future of human resource management. Human Resource Management Review , 25 (2), 216-231. 

Storey, J. (2014). New Perspectives on Human Resource Management (Routledge Revivals) . Routledge. 

Wilton, N. (2016). An introduction to human resource management . Sage.