Title: Healthcare Human Resource Management Flynn Mathis Jackson Langan
1Healthcare Human Resource ManagementFlynn
Mathis Jackson Langan
Chapter 3
PowerPoint Presentation by Tonya L. Elliott, PHR
2Learning Objectives
- After you have read this chapter, you should be
able to - Describe why a strategic view of HR is important
- Discuss HR as an organizational core competency
- Explain how HR planning contributes to the
attainment of organizational strategies and
objectives - Define HR planning in healthcare organizations
- Identify three HR management challenges found in
healthcare organizations
3Strategic 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?
4HR A Core Competency
- People become a core competency
- through HR activities
- Attracting Retaining
- -- Employees with unique professional and
technical capabilities - Training Development
- -- Employees with the most up-to-date skills
- Compensation Plans
- -- Providing competitive compensation plans to
retain talent
5The Importance of Organizational Culture
- Organizational culture
- -- the shared values and beliefs of a workforce
- Company Organizational Organizational
- Strategies Culture Success
- Company Organizational Organizational
- Strategies Culture Failure
Mismatched culture/strategy can create barriers
to the use of individual capabilities.
6HR Strategic Planning
- 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.
7Scanning the External Environment
- Environmental scanning
- The process of studying the environment of the
organization to pinpoint opportunities and
threats.
8Environmental Scanning Supply of Labor
- Workforce Composition and Work Patterns
- Changes in workforce composition
- Flexible work schedules and locations
- Office nomads work part-time in office, part
time at home - Telecommuting working via electronic computing
telecommunications - Virtual offices and office that is movable
(wherever they are) - Less employee supervision
9Environmental Scanning Supply of Labor (contd)
- Geographic and Competitive Concerns
- population fluctuation
- other employers and competitors in the area
- employee resistance to relocation
- Economic Conditions
- recession booms
- affects worker availability
- affects staffing and compensation decisions
- Government Influences
- expanding and bewildering HR laws
- safety, confidentiality, and funding regulations
10Internal Assessment
- A study of
- The jobs that need to be done
- The skills of people currently available to do
them - Compare the needs of the organization
- against the labor supply available.
- Human Resource Information Systems (HRIS)
- -- an integrated system designed to provide
information used in HR decision making
11Forecasting
- Data gathered from
- External environmental scanning Internal
Assessment
Forecast HR supply demand (in light of
organizational objectives strategies)
Intermediate
Long range
Short-range
12Forecasting Methods
- Estimates
- How many people will you need next year?
- Rules of Thumb
- General guidelines applied to a specific
situation in the organization - Delphi Technique
- Expert opinions through rounds of anonymous
questionnaires resulting in ultimate agreement - Nominal Group Technique
- Experts meet face to face and opinions are
compiled in a report - Statistical Regression Analysis
- Statistical comparison of past relationships
among various factors
13Successful HR Planning
- Strategic Alignment
- HR plans and programs aligned with organizational
strategies and objectives - Purposeful Measurable
- No ambiguity in purpose ability to track
progress - Clearly Stated
- Well documented, thoroughly discussed, updated
annually
14HR Strategic Planning Process
Figure 3-2
15Inputs to the Healthcare HR Strategic Plan
Figure 3-5
16Healthcare Trends HR Planning
- American Hospital Association (AHA)s 7 strategic
HR implications - Healthcare is fundamentally about people caring
for people - Women have greater options
- Healthcare leaders must view their human
resources as a strategic asset - Preferred work arrangements require broader
perspective on employee relations to build
loyalty and sense of stability - Education needs of healthcare workers are a
critical issue - New technologies should allow for focus on care
giving support - Workforce will only expand if hospitals can
recruit from the general economy
17Healthcare HR Management Challenges
- Workforce Availability and Quality
- Inadequate supply of workers with needed skills
- Tight labor markets (low unemployment rates)
- Shortage of healthcare workers
- Use of contingent workers increasing
- temporary employees
- independent contractors
- leased employees
- part-time employees
18Healthcare HR Management Challenges (contd)
- Economic and
- Technological Change
- Shift from manufacturing
- and agriculture to service
- industries and
- telecommunications
- Some industries reducing of employees
- Some industries attract retain greater of
employees - Need employees with different capabilities than
before
19Occupational Shifts
Figure 3-6
20Healthcare HR Management Challenges (contd)
- Diversity
- More women in the workplace
- Aging of the workforce
- Employing individuals with disabilities (ADA)
- Employing individuals with differing sexual
orientation - Balancing work and family
21Healthcare HR Management Challenges (contd)
- Organizational Restructuring
- Response to lower revenues higher cost
pressures - Eliminating layers of managers
- Closing facilities
- Merging with other organizations
- Out-placing workers
Result
Redesigned jobs affected employees
22Healthcare HR Management Challenges (contd)
- Organizational Productivity in Healthcare
- Productivity is a measure of the quantity and
quality of work done, considering the cost of the
resources it took to do the work - Organizational input vs. Organizational output
- Measure by total cost of people per unit of
output
23Healthcare HR Management Challenges (contd)
- Organizational Productivity Improvement
Approaches - Outsourcing
- Making workers more efficient with capital
equipment - Replacing workers with equipment and technology
- Helping workers work better
- Redesigning the work