Healthcare Human Resource Management Flynn Mathis Jackson Langan

1. Healthcare Human Resource ManagementFlynn Mathis Jackson Langan Strategic HR Management Chapter 3 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. Environmental scanning… The process of studying the environment of the organization to pinpoint opportunities and threats. Scanning the External Environment

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 (cont’d) 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. Data gathered from External environmental scanning + Internal Assessment Forecasting ForecastHR 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 (cont’d) 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 (cont’d) 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 (cont’d) 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 (cont’d) 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 (cont’d) 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