Human resource is a cornerstone in health care even though it is filled with many gray areas that stem from its rapid evolution. There is the necessity to stay up-to-date of the current and future advancements in the labor force and human resource management. Culture and performance issues within a company are key areas to be examined within human resource. These provide the guidelines for specific companies when they are coming up with strategies for the workplace. For the Methodist Hospital Health System, the culture of the organization is embedded in the employment of women and minorities. The recent call to re-evaluate the human resources of the institution stems from the performance issue whereby talented female and minority managers have been leaving the institution thereby draining it of all the capable and qualified staff. The following plan looks into the strategies of retooling the workplace so as to meet the workplace goal of being a women and minority-friendly employer.
Technology and Innovation
The healthcare sector faces the highest frequency of technological development and innovation as compared to other sectors. The rate of medical innovations is inspired by the need to enhance the excellence of life and medical care as well as to save the lives of the highest number of people. New paradigms in healthcare stems from new treatments and technologies. Therefore, for the medical personnel in healthcare, there is the challenge to rapidly learn, unlearn, relearn as well as acquire new knowledge in the field of medicine and healthcare (Fried & Fottler, 2011). Being updates about the medical skills, knowledge and treatments that are brought about by innovation seems to be the challenge. Many organizations and medical institutions struggle to keep abreast of the technological innovations in the healthcare field in an attempt to constantly boost the quality of services that they offer. These institutions, therefore, invest in new equipment and technology. There is little attention paid to the fact that the practitioners in the medical field are not well equipped for the new technologies. It is almost as if all the caregivers are expected to automatically be well versed with the new technologies. There is little time and investment given into allowing the caregivers to get education and training with regard to new treatments and operations.
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For instance, working with an automated process or machine that uses modern technology requires ongoing learning and change management. The consumers of medical services as well as the providers demand that new methods in technology be used. The problem arises from the faulty change management processes employed in the hospitals and the disabled culture of adaptability. In order to be able to cope with technology and innovation so as to provide quality treatment whereas retain the pool of qualified and talented staff, the human resource department has a key role in empowering the culture of adaptability. This culture goes hand in hand with learning, on-job training as well as proper change management. The aforementioned aspects are like the parts of a machine, which is the medical institution. When these parts are well oiled and synchronized, the machine is able to operate. When HR empowers adaptability by allowing for workshops and training seminars on new technologies, pilot studies and trials of new equipment, they shall be propelling a fast rate of change which shall undoubtedly be accompanied by a workforce that is prepared to meet these changes (Kabene et al. 2006). When the workforce is prepared to meet the change that may be brought about by new treatment methods and machines, they feel confident and reassured in their skills. The caregivers are able to enjoy work when there is constant growth acquired to learning and acquisition of new skills in healthcare. Adaptability also sees to it that there is the intellectual fulfillment of employees as well as the human need for growth and expansion is met. Employees may be leaving the institution because there are no opportunities of growth for them. When HR provides opportunities for growth, there is a higher probability that employee retention shall be achieved and also more people will be willing to be employed in the institution.
The institution can also invest in the latest models of health care that are being deployed by the government. The value-based model which entails a fee for outcomes is among one of the best innovations there is because it assures quality health care for all the recipients. Investment in such models has been seen to spike the demand for nurses that can adequately manage primary care, specialized care as well as remote health administration. The increased demand for nurses shall mean that the institution shall get more applicants and shall therefore meet the aim of having adequate staff. The institution shall also have a wide variety of applicants to choose from and as such HR can tailor the selection to meet the preferred interests of the company.
Recruitment, selection and Retention
Recruitment in the healthcare sector is like feeding one end of the pipeline. Retention is the other end. It is almost impossible to maintain a stable workforce without finding appropriate ways to retain the present employees. The retention of employees is an incentive for recruitment. Therefore, before the institution focusses on the recruitment of new employees, there is the need to look into why there is a high number of qualified staff leaving the system and what can be done to change this situation. Generally, in the health sector, there is evidence of latent dissatisfaction in the job because of a lack of increase in salaries and a lack of opportunities. When employees begin to question whether their loyalty matters to an institution, it becomes harder to stay in it and as such there are high rates of employee turnover. The institution should look into the concerns of the current workforce so as to find the exact problem. Without having a culture and environment where the people can excel and want to stay, recruitment shall be a task. Bringing in the right people into the health care system through recruitment and selection is to be followed by an organization’s engagement to make these workers satisfied and willing to stay.
In the retention process, it is important for the organization to define ways in which the workforce shall feel like part of the business and not just technical experts. The organization should also meet the other needs of the workforce apart from simply offering salaries. For instance, the inclusion of training and education on current technologies meets the growth needs of the medical experts hence they may be less tempted to leave the institution to pursue career growth. The introduction of a leadership and management system that incorporates the workforce so that it is easier to know and address their concerns is important. Such management systems allow for people to feel respected and add value to the organization as a whole. When such retention measures have been put in place, there is an incentive for applicants and recruits to want to be in the organization and to stay in it.
The organization should also be open and aware of the fact that most of the people whom they shall recruit are the younger generation. This generation is strikingly contrary to the baby boomer generation because of their desire to have a broader say in the business. When the institution brings in programmers or doctors, there is the assumption that they shall simply be interested in their work alone. The younger generation has shown to take an interest in why what they are doing matters and to whom it matters. These employees view employment as being part of a bigger team, hence it is up for the organization to make them feel as part of it. Making the employees feel as part of a team is an important determinant for the organizations that are successful in recruitment and retention as compared to those that keep a constant churn of people.
The selection process is simplified by the culture and aims of the organization. It is evident that the company would like to hire more women and minorities in executive positions. Emphasis should be made on these aspects at the time of recruitment. However, it should not be forgotten that the achievements and abilities of the applicants are the most important. Having good managers in the HR will see to it that the organization can come into a sea of data which can facilitate the evaluation of the interests, strong points and shortcomings of the contenders and even to separate diamonds in the rough (Millet, 2017).
Communication
Communication is key in the operation and success of any organization. When the communication chains are broken, especially in the health care sector, there is a tragedy since the lives of many people are at stake. Communication breakdown can come about as a consequence of the incoming emerging technologies that require the automation of systems and other new treatments, hierarchical issues and also the organization’s culture (O’Daniel & Rosenstein, 2008). Health care is modelled on traditional styles of leadership that are relatively bureaucratic. Many of people who are in the health care sector are experts with different qualifications hence they are not good at management or leadership. Finding those who can sufficiently fill leadership roles is a problem. Those who are good at management often do not have the many qualifications that doctors and other experts have, hence it is difficult for these experts to submit to the authority of the managers. Conflict emerges when the experts who feel that their level of education or qualification is higher than that of the managers decide not to submit to their authority. In caregiving and management, conflict arises when employees who have a god complex trample on their juniors. Medical practitioners who have higher positions or qualifications and experience often use these to step on others or rather to dictate care process in the hospital without listening to the opinion of the nurses and other technical experts and as such there is communication breakdown.
When the culture of an organization does not allow for open communication through team leaders and other platforms created for the doctors, there is the tendency of employees to seek new avenues where their opinions shall be listened to and valued. The new employees often get initiated into the culture and it becomes difficult to break the chain. Remodeling the culture of an organization is a difficult task; however, it is not impossible. Opening the communication channels through team meetings and other employee lead and organized platforms shall translate into the needs, concerns and interests of all employees being met and addressed hence better cohesion in the institution. Cohesion means reduced conflict which translates automatically into progress. Successful interprofessional communication and collaborative care can be achieved through these platforms as well (Keller et al., 2013).
Communication hitches also stem from the use of technology. There are various new electronic systems that have been introduced in the health sector so as to simplifying the handling of metadata. Institutions such as hospitals handle a lot of data and as such the electronic systems help to compile and arrange the data for easy access and retrieval. The problem comes in when different coding systems are used. As a medical practitioners endeavor to stay abreast of all the latest development, it is almost impossible that one can be versed with all the coding systems in such a short time. The lack of standardized coding and reference points for foreign coding systems causes a communication breakdown. Some technical experts prefer some systems to others, therefore, there is a difficulty in communication. Communication breakdown in this aspect is often regarded as incompetency and stains the record of many medical practitioners. A stained record may prompt a caregiver to seek new beginnings elsewhere. To solve this problem, the MMHS should adopt a standardized coding system or select one system that can be used by all the practitioners in the system. The use of one system makes communication, collaboration and understanding easier (Monsen, Honey & Wilson, 2010).
Research
Research within healthcare is critical to the attraction and retention of employees and clients. There is evidence to support the notion that patients who receive their care service in research-active institutions usually exhibit better outcomes. Research active institutions also have very high success rates as well as high staff retention. The ethos of advanced learning is mainly for the benefit of patients, but also they in turn contribute to the overall health of the institution (Rivera et al., 2017).
An organization that indulges in health care research is more likely to attract the support of health charities that come in to fund research as well as the operations of a hospital. Pharmaceutical companies and universities are often willing to provide equipment as well as manpower for the conduction of research in medical institutions. Patients are willing to participate in clinical research as well. A study conducted by the National Institute of Health Research in Sudan in 2012 revealed that globally 82% of the public would gladly participate in clinical research (Young, 2015). Public opinion also stated that the institutions that indulged in public research provided quality health care, were less prone to error and also had qualified medical practitioners. For many health professionals, there was a preference for indulgence in clinical research as an alternative and rewarding career path. This option was considered exceptionally rewarding, especially when there were positive results for the patients who were involved.
Therefore, the Methodist Hospital Health System can attempt to be involved more in medical research so as to empower their workforce with rewarding career paths and intellectual fulfilment. This shall be a great step in the retention of employees. When there are rewarding opportunities for employees to grow and expand their practice as well as to interact with experts from other disciplines, there is a higher probability that the institution shall be able to attract and retain more employees especially those from the preferred category.
Participation in successful clinical research not only provides better outcomes for patients, but it also gives the medical institution a good reputation. The reputation of an institution sells the institution. With an excellent reputation, MHHS can be able to attract more patients to visit the hospital for treatment. An influx in the number of patients in the institution translates into a high demand for nurses, doctors and other caregivers. Apart from attracting patients, the good reputation of the institution shall allow for the attraction of qualified employees who are more willing to be part of the medical teams at the institution.
In order to build momentum for the institution so that the strategies and changes that are adopted are efficient and yield results, there should be research conducted into the function of the HR department in the institution. The aim at MHHS is to retool the institution so that there can be up to 50 % of the executive management comprising of women and minorities. To be able to successfully achieve this objective, the institution should look into the changing mandate of the HR, their mission and role in the achievement of this objective. The institution should conduct research into elements of the HR mandate to see whether they fit into the objective and are consistent with the past work and the present aims (Danon-Hersch & Paccaud, 2005). There should be research into efficient HR technologies that shall allow for the institution to be able to manage and handle effectively new recruits as well as former employees. It is advisable to restructure the HR capability development so as to meet heightened business expectations as well as medical ones.
Change Management
The health care sector is rapidly changing and evolving even faster than the economy. Part of this change can be attributed to technology, growth and expansion. The shifting directions in medical care may at some point become too much for an institution or its employees to handle. For instance; changes that are brought about by technology may render some employees obsolete or lacking roles within the institution. The change in the nature of medical care is inevitable. There are advances in the way illnesses are being diagnosed and treated. There are implantable and wearable sensors for continuous monitoring of patients who have been found to have chronic condition. Also, there is the advancement in gene therapy, epigenetics and gene testing. There is drastic change being brought about by nanotechnology whereby nanoparticles being invented have the ability of travelling via the body, identifying infections and targeting cancer cells to facilitate drug delivery and the repair of damaged tissues (Anvari, 2007). Pharmacogenomics are also gaining popularity in the medical field. All these changes are incorporated into medical systems and institutions rapidly and it seems as if the available workforce is finding it hard to deal with the change.
The evolution of the health care system sees to it that the most updated and qualified are relevant whereas those who are not well equipped or versed with new technologies are irrelevant and disposable. The lack of adaptability measures and proper management leads to the loss of a lot of talent in organization. It is more difficult for an organization to experience as it is to replace skill. Therefore an organization needs the appropriate change management measures to ensure that the workforce is up to speed with the shifting directions of medical care and that new recruits are incorporated fully into the system. Having programs that seek to ensure adaptability, monitoring and evaluation of new trends and technologies shall allow for proper change management in the organization.
As part of the change management process, the decentralization of health care is critical in meeting the objectives of MHHS. With the incorporation of the changes brought about by the information technology, robotics and telecommunications, the decentralization of the health care system shall allow for community institutions to offer a wide range of care to their patients. The decentralization of health care shall also provide the available workforce with the opportunity to be part of the bigger team. This approach helps to bridge the gap between employee loyalty to their job and their dedication to the organization. The general view is destroyed when care is decentralized so that each member of the workforce has a specific role to play. This translates into the institution being able to recognize the effort and contribution of each member of the workforce and to acknowledge them accordingly.
Decentralization is a sure way of employee retention because of the assured engagement across all staff. With its adoption, the strata of dominant and non-dominant staff are broken and no employee is left feeling invisible or left out in decision-making processes. Leaders develop as the employees learn to have an ‘always' approach to their jobs. The employees' level of engagement increases because the sense of responsibility has been made personal. When this is combined with proper performance management, there is assured development and progress in an institution. Decentralization of health care causes reduced overdependence on tertiary centers and helps to address the shortage of highly trained specialist. Decentralization allows for specialization. With specialization comes an enhanced skill set, thus high training. Increased specialization and training and reduced reliance increase the capability of an institution to be self-sufficient as well as to give the best possible outcomes for the public.
Performance Management
When all factors mentioned above have been considered, it is also important to look at the performance of the workforce and the employees. HR is tasked with the role of performance management in most organizations. Challenges can arise at any point, hence it is important to have strong leadership. When there is open communication between the management, HR and members of staff, there are strong relationships among all levels of employees, there shall be a strong management because all the people contribute to the leadership of the institution (Hewko & Cummings, 2016).
Performance management can be done in many ways depending on the organization. Peer reviews are the best technique for performance management. When the members of staff are divided into teams and units that are collaborative and cooperative, they can offer reviews and assessment of each other. Peer reviews are more honest and direct. These reviews are more likely to be taken in and appreciated because they come from peers. Peer reviews are friendlier as compared to reviews from the management which are most often considered as disciplinary instead of corrective. When members of a team review each other, there is strengthened rapport, strong relationship and open communication. The team members are able to capitalize on the strengths of their counterparts and improve on their weaknesses as a joint task force. There is the feeling of progress in unity and no one feels left out or secluded. Peer reviews can then be handed over to the higher ranks for accountability, monitoring and evaluation.
MHHS like any other health care institution is service oriented and knowledge-based hence there are standard best practices for performance management. The main reasons behind performance management is for accurate record keeping, timely evaluation of the problems that are existent and strategies that are put in place and also the timely adoption of measures to better performance of an institution. Performance management is empirical and is based on evidence. Clinical audits, clinical surveillance and clinical assessments are standard best practices for performance management that have been formulated and are governed by medical regulatory bodies. The MHHS institution is under several medical regulatory bodies hence the management and HR should ensure compliance to the set standards. Clinical audit refers to procedure of setting of categorical standards and gauging areas of medical activities against those that are set for all clinical institutions. Clinical assessments are used in performance management to see whether institutions are compliant with the federal mandate, law and standards (Cognos, 2008). Federal agencies that conduct performance management, demand clinical assessment as a way of ensuring safe medical practices and also as a means to disburse health benefit payments. Clinical surveillance which can be conducted by the institution itself or regulatory bodies helps to drive the process of decision making with regard to policies, improvement strategies and health education.
Through the best practices of performance management, the institution can set and review the set quality and outcome goals and work towards achieving them. Peer reviews ensure that the organization’s clinicians and teams shall work together to meet quality improvement initiatives. Clinical audit and surveillance allows the HR and management to establish aims such as the employment and retention of women and minorities and strategies to meet these aims. Performance management also allows for the evaluation of the available resources and mechanisms for the achievement of the set goals. Performance management goes hand in hand with total quality management which entails the setting of practices hinged on understanding customer needs, looking for the right and appropriate channels of doing things as well as striving for continuous improvement.
In conclusion, in order for the MHHS institution to retool itself and be well equipped with its desired workforce, there is need to capitalize on staffing, selecting and retaining, research, technology and innovation, communication, performance management, change management and performance management. All these aspects go hand in hand because some contribute to others. Human resource department in healthcare is important because it has a central and diverse role in ensuring the institution’s goals related to having a credible and desired workforce are met.
References
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