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Healthcare Human Resource Management Flynn Mathis Jackson Langan

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Title: Healthcare Human Resource Management Flynn Mathis Jackson Langan


1
Healthcare Human Resource ManagementFlynn
Mathis Jackson Langan
Chapter 3
  • Strategic HR Management

PowerPoint Presentation by Tonya L. Elliott, PHR
2
Learning 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

3
Strategic 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?
4
HR 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

5
The 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.
6
HR 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.

7
Scanning the External Environment
  • Environmental scanning
  • The process of studying the environment of the
    organization to pinpoint opportunities and
    threats.

8
Environmental 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

9
Environmental 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

10
Internal 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

11
Forecasting
  • Data gathered from
  • External environmental scanning Internal
    Assessment

Forecast HR supply demand (in light of
organizational objectives strategies)
Intermediate
Long range
Short-range
12
Forecasting 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

13
Successful 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

14
HR Strategic Planning Process
Figure 3-2
15
Inputs to the Healthcare HR Strategic Plan
Figure 3-5
16
Healthcare 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

17
Healthcare 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

18
Healthcare 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

19
Occupational Shifts
Figure 3-6
20
Healthcare 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

21
Healthcare 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
22
Healthcare 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

23
Healthcare 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
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