Human Resource Management in HCOSBS – MSC
Assignment – 2023
STUDENT ID
UNIT TITLE:
NAME (in Full):
___________________________________________________
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GENERAL INSTRUCTIONS
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All assignments are to be submitted on 07th September 2023 on
https://lms.atmsstudentgateway.com/
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Any Assignment submission extension request must come to Azra Fatima (Head:
Examination | Academic) afatima@atmsedu.org 5 days before the date of submission with a
valid reason and supported documentary evidence.
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APA 7th edition referencing guidelines needs to be followed.
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Similarity between student’s work is strictly not accepted, any student found with similar
work will be graded Zero and fail for the course. However, Plagiarism is an academic offence
and will not be tolerated.
Any revaluation request should come in 5 days of grade release. Any late request will not be
obliged. (Form and other details shall be shared based on request)
Revaluation cannot be requested for plagiarized assignments as the assignment stands as an
academic misconduct.
If a program participant submits the assignment late, but within 1 week after the submission
date a 20% penalty will be applied
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Re-evaluation request is NOT applicable for any failed courses provided the mark range from
59 to 69. Any grade which is below the range is however not applicable for this request.
Any rescheduling request can be fulfilled within one week after the actual date of the
assessment. Any late request will not be obliged.
Assignment once submitted to exam board is final for marking.
Second extension cannot be provided without supporting documentary evidence.
Program participants are strongly advised to keep a copy of their work in case the submitted
copy should go astray.
Total 90 marks. 10 Marks for Class Attendance. Final marks will be converted to 90 marks.
PS. Kindly note to adhere to all the above instructions. Failing to read this, ATMS will not be
responsible for any actions taken.
GUIDELINES FOR ASSIGNMENT
a) If assignment is Question & Answer based then
. • Introduction is needed for each question.
• Question has to be answered based on the mark allotted for each question with references if
any idea or information is taken from other source.
b) If assignment is case based then,
• Executive summary
• Table of content
• Introduction
• Body of assignment (questions related to case need to be answered)
• Conclusion / Recommendation if any
• References (in-text + citation) to be used.
Total Marks / 100
PLAGIARISM
Plagiarism is a form of cheating, by representing someone else’s work as your own or using
someone else’s work (another student or author) without acknowledging it with a reference. This
is a serious breach of the Academic Regulations and will be dealt with accordingly. Students
found to have plagiarized can be excluded from the program.
Plagiarism occurs whenever you do any of the following things without acknowledging the
original source:
✓ Copy information from any source (including the study guide, books, newspapers, the internet)
✓ Use another person’s concepts or ideas
✓ Summarize or paraphrase another person’s work.
How do I avoid plagiarism?
To ensure you are not plagiarizing, you must acknowledge with a reference whenever you:
✓ use another person’s ideas, opinions or theory
✓ include any statistics, graphs or images that have been compiled or created by another person
or organization
✓ Paraphrase another’s written or spoken word
What are the penalties?
The penalties for plagiarism are:
✓ Deduction of marks,
✓ A mark of zero for the assignment or the unit, or
✓ Exclusion from the program.
Plagiarism is dealt with on a case-by-case basis and the penalties will reflect the seriousness of
the breach.
Please note claiming that you were not aware of need to reference is no excuse.
Human Resource Management in HCO
Part A
Assignment: Maximum 2500 words (+/- 10%) – 60 marks
VUCA-type (volatility, uncertainty, complexity, ambiguity) contemporary contexts and
dynamics (for example: COVID, financial pressures/economic crisis/ labour market shortages/
geo-political tensions) are becoming the ‘new global norm’. Healthcare organizations have to
operate in, and deal with, the challenges these environments create.
How, and to what extent, is human resource management able to engage with, and support,
healthcare professionals in dealing with the challenges that are presented by this changing
world? (CLO 1, CLO 2, CLO3)
Assessment Guidance:
In answering the question, you may find it helpful to focus on one particular dimension, for
example, training and development, reward systems, leadership, effectiveness, workforce
management etc.
Equally you may also choose to focus on a particular/specific national sector.
By narrowing down and creating focus it will make it easier for you to respond to the question
Essentially, it is important to choose a focus that really has genuine interest and value for you.
In other words, write about something that you want to learn more about and understand more
for your professional practice.
The assessment for this module is an individual critical evaluation report of up to 2500 words
in length. You should select material from throughout the module and wider afield as required.
You must use module concepts and texts as a foundation for your work.
In your assignment you need to demonstrate:
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An ability to review and critique relevant conceptual, theoretical and practitioner
literature;
The ability to apply theoretical frameworks and concepts to varying practical
situations, instances and healthcare case contexts;
The ability to understand and discuss philosophies and paradigms underpinning
organizational dynamics;
Make useful recommendations in relation to HR design/conceptualisation and practice;
The use of examples with which to illustrate your answer;
Use of a couple/ a few sub-headings during the course of the argument/essay;
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APA 7th edition referencing of all sources employed in your assignment.
Part B
Presentation part of the Assignment – 40 marks
Your director of service is concerned about the HRM issues, pressures and challenges
facing your specialist area/service/department and says she/he would value a presentation
on these. (CLO 1 & CLO 3)
Presentation Guidelines:
The presentation should:
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Identify the issues, pressures and challenges relating to HRM that are affecting your
specialist area/service/department;
Provide proposed solutions and recommendations to the issues, pressures and
challenges identified;
Employ academic references and relate the solutions /recommendations to academic
and wider literature(s).
Employ APA 7th edition reference.
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The duration of the presentation is 10 minutes.
The presentation should contain a maximum of 12 slides.
Need to attach a self-recorded video of you presenting the slides.
Please find the below link to view the guide to upload videos on the LMS.
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https://atmsmiddleeastmy.sharepoint.com/:v:/g/personal/riskan_atmsedu_org/EUhFlQokOyREuNOq8aOQmG
EBH-CAsrNTLkilFwCC-2sWbA?e=Nv9mJh
LIST OF RESOURCES – HR IN HEALTHCARE CONTEXTS
Topic 1 Understanding the Role of HRM in Healthcare (HR Behavioural &
Technical Competencies/ Structure of HR Function)
General Resources
Casà, C., Marotta, C., Di Pumpo, M., Cozzolino, A., D’Aviero, A., Frisicale, E. M., & Brusaferro,
S. (2021). COVID-19 and digital competencies among young physicians: are we (really) ready
for the new era? A national survey of the Italian Young Doctors Association. Annali dell’Istituto
Superiore di Sanità, 57(1), 1-6.
Janssen, M., Fluit, C. R., Sagasser, M. H., Kusters, L. H., Scherpbier-de Haan, N. D., & de Graaf,
J. (2020). Competencies for collaboration between general practitioners and medical
specialists: a qualitative study of the patient perspective. BMJ open, 10(7), e037043.
Melnyk, B. M., Gallagher‐Ford, L., Zellefrow, C., Tucker, S., Thomas, B., Sinnott, L. T., & Tan, A.
(2018). The first US study on nurses’ evidence‐based practice competencies indicates major
deficits that threaten healthcare quality, safety, and patient outcomes. Worldviews on
Evidence‐Based Nursing, 15(1), 16-25.
Saunders, H., Gallagher‐Ford, L., Kvist, T., & Vehviläinen‐Julkunen, K. (2019). Practicing
healthcare professionals’ evidence‐based practice competencies: An overview of systematic
reviews. Worldviews on Evidence‐Based Nursing, 16(3), 176-185.
Professor Stokes Papers
Stokes, P. and Oiry, E. (2012) An Evaluation of the Use of Competencies in Human Resource
Development – a Historical and Contemporary Recontextualisation, Euromed Journal of
Business 7(1):4-23.
Stokes, P. (2017) NVQs and Competency Approaches in the UK: contexts, Issues and Prospects
in Mulder, M. (Ed.) (2017) Competence-based Vocational and Professional Education Bridging
the Worlds of Work and Education. Cham: Switzerland, Springer International Publishing.
Stokes, P., Mahajan, G., Lucas, G. and Hughes, P. (2018) Creating Value – Value Co-Creation
and Value Destruction, EFMDGlobal Focus, 12(2): 44-47.
Stokes, P. (2023) Time to take a long-term view on artificial intelligence, Niche Magazine,
July-September, p.16.
Stokes, P. (2023) Emergent Business Models in the 21st Century – The Threat of the Potent
Epochal Tryptic, Questions de Management?, 44: 249.
Topic 2 – Developing Recruitment and Selection Strategies (Talent Acquisition)
General Resources
Al Amiri, N., & Abu Shawali, A. (2021). Talent management strategies of a public UAE hospital
in the Industry 4.0 era: A qualitative analysis. Problems and Perspectives in
Management, 19(1), 14-27.
Mitosis, K. D., Lamnisos, D., & Talias, M. A. (2021). Talent management in healthcare: A
systematic qualitative review. Sustainability, 13(8), 4469.
Van den Broek, J., Boselie, P., & Paauwe, J. (2018). Cooperative innovation through a talent
management pool: A qualitative study on coopetition in healthcare. European Management
Journal, 36(1), 135-144.
Professor Stokes Papers
Stokes, P., Liu, Y., Smith, S., Leidner, S., Moore, N. and Rowland, C. (2015) Managing talent
across advanced and emerging economies: HR issues and challenges in a Sino-German
strategic collaboration, International Journal of Human Resource Management, 27(20): 23102338.
Yipeng, L., Vrontis, D., Visser, M. Stokes, P. Smith, S. Moore, N,. Thrassou, A., Ashta, A.(2020)
Talent management and the HR function in cross-cultural mergers and acquisitions: the role
and impact of bi-cultural identity, Human Resource Development Review. 31(3): 100744.
Topic 3 – Understanding Employee Relations (Managing People & Employee
Engagement)
General Resources
Jenita, A. M. A., & George, G. (2022). Employee Engagement In Professional Nursing: A
Systematic Literature Review. Journal of Positive School Psychology, 913-921.
Rahman, A., Björk, P., & Ravald, A. (2020). Exploring the effects of service provider’s
organizational support and empowerment on employee engagement and well-being. Cogent
Business & Management, 7(1), 1767329.
Rasheed, M. A., Hookmani, A. A., Waleed, S., Fatima, H. S., Siddiqui, S., Khurram, M., & Hasan,
B. S. (2021). Implementation and Evaluation of a Social Media-Based Communication Strategy
to Enhance Employee Engagement: Experiences From a Children’s Hospital,
Pakistan. Frontiers in public health, 9, 584179.
Professor Stokes Papers
Morin, G and Stokes, P. (2022) Toward a theory of potency, power and function leadership,
Revue Internationale de Psychosociologie et de Gestion des Comportements Organisationnels
(RIPCO), on-line.
Stokes, P. and Gabriel Y. (2010) Engaging with Genocide – the Challenge for Organization and
Management Studies, Organization, 17(4): 461-480.
Stokes, P. and Harris, P. (2012), Micro-Moments, Choice and Responsibility in Sustainable
Organizational Change and Transformation – The Janus Dialectic, The Journal of
Organizational Change Management, 25(4):595-611.
Topic 4 – Learning & Development
General Resources
Malik, R. F., Buljac-Samardžić, M., Amajjar, I., Hilders, C. G., & Scheele, F. (2021). Open
organisational culture: what does it entail? Healthcare stakeholders reaching consensus by
means of a Delphi technique. BMJ open, 11(9), e045515.
Matthew, R. K., Mushtaq, F., & Immersive Healthcare Collaboration. (2021). Three principles
for the progress of immersive technologies in healthcare training & education. BMJ
Simulation & Technology Enhanced Learning.
Winter, R., Leanage, N., Roberts, N., Norman, R. I., & Howick, J. (2022). Experiences of
empathy training in healthcare: a systematic review of qualitative studies. Patient Education
and Counseling.
Professor Stokes Papers
Hickman, M. and Stokes, P. (2016) Sights and insights: Vocational outdoor students’ learning
through and about reflective practice in the workplace, Journal of Outdoor and Environmental
Education, 19(1): 22-32.
Hickman, M., & Stokes, P. (2016). Beyond learning by doing: an exploration of critical incidents
in outdoor leadership education. Journal of Adventure Education and Outdoor Learning,
16(1): 63-77.
Stokes, P., Adla L., Gallego-Roquelaure, V. and Defélix, C. (2020) HRM and Innovation in SMEs,
Employee Relations. 43(2): 369-372.
Topic 5 – Performance Management Systems – Total Rewards
General Resources
Fainman, E. Z., & Kucukyazici, B. (2020). Design of financial incentives and payment schemes
in healthcare systems: A review. Socio-Economic Planning Sciences, 72, 100901.
Gupta, A. (2021). Impacts of performance pay for hospitals: The readmissions reduction
program. American Economic Review, 111(4), 1241-83.
Weber, E., Floyd, E., Kim, Y., & White, C. (2021). Peering behind the veil: trends in types of
contracts between private health plans and hospitals. Medical Care Research and
Review, 78(3), 260-272.
Professor Stokes Papers
Black, N. and Stokes, P. (2021) Corporate governance ideology, human resource practices and
senior staff salaries, in Sanchez, G. and Garcia-Carbonell, N. (2021) Beyond Human Resources
– Research Paths Towards a New Understanding of Workforce Management Within
Organizations, InTechOpen.
Topic 6 – Performance Management Systems – Workforce Management
General Resources
Dinić, M., Šantrić Milićević, M., Mandić‐Rajčević, S., & Tripković, K. (2021). Health workforce
management in the context of the COVID‐19 pandemic: A survey of physicians in Serbia. The
international Journal of Health planning and Management, 36(S1), 92-111.
Håvold, J. I., & Håvold, O. K. (2019). Power, trust and motivation in hospitals. Leadership in
Health Services.
Poortaghi, S., Shahmari, M., & Ghobadi, A. (2021). Exploring nursing managers’ perceptions
of nursing workforce management during the outbreak of COVID-19: a content analysis
study. BMC nursing, 20(1), 1-10.
Wynne, R., Davidson, P. M., Duffield, C., Jackson, D., & Ferguson, C. (2021). Workforce
management and patient outcomes in the intensive care unit during the COVID‐19 pandemic
and beyond: a discursive paper. Journal of clinical nursing.
Professor Stokes Papers
Baker, C., Stokes, P., and Lichy, J. (2015) Values, Belief and Attitudes: The Implications for
Organizational Culture, EFMD Global Focus (publication of the European Foundation for
Management Development EFMD) 9(2): 37-39.
Stokes, P., Baker, C., and Lichy, J. (2016) The Role of embedded individual values, belief and
attitudes and spiritual capital in shaping everyday postsecular organizational culture,
European Management Review, 13(1): 37-51.
Topic 7 – HR Technology
General Resources
Azizi, M. R., Atlasi, R., Ziapour, A., Abbas, J., & Naemi, R. (2021). Innovative human resource
management strategies during the COVID-19 pandemic: A systematic narrative review
approach. Heliyon, 7(6), e07233.
Bhambere, S., Abhishek, B., & Sumit, H. (2021). Rapid digitization of healthcare—A review of
COVID-19 impact on our health systems. Int. J. All Res. Educ. Sci. Methods, 9, 1457-1459.
Ghayoomi, H., Laskey, K., Miller-Hooks, E., Hooks, C., & Tariverdi, M. (2021). Assessing
resilience of hospitals to cyberattack. Digital Health, 7, 20552076211059366.
Professor Stokes Papers
Manning, P., Baker, N., Stokes, P. (2020) The ethical challenge of Big Tech’s “disruptive
philanthropy”, International Studies in Management and Organisation. 50(3): 271-290.
Kline, H and Stokes, P. (2017) The Dynamic of ICT and Smart Power: Implications for
Managerial Practice in Muhlbauer, V. and Harry, W. (2017) Redefining Management: Smart
Power Perspectives, Germany, Springer, pp.31-46.
Lichy, J and Stokes, P. (2018) Questioning the Validity of Cross-Cultural Frameworks in a Digital
Era: The Emergence of New Approaches to Culture in the Online Environment, International
Studies in Organisation and Management, 48(1):121-136.
Moore, N., Rowe, L., Stokes, P., Smith, S., Lichy, J, Rodgers, P. (2022) Exploring
intergenerational tensions and technological resilience: A post-pandemic perspective,
Production Planning and Control (on-line)
Topic 8 – Organizational Effectiveness
General Resources
Anger, O., Tessema, M., Craft, J., & Tsegai, S. (2021). A Framework for Assessing the
Effectiveness of HR Metrics and Analytics: The Case of an American Healthcare
Institution. Anger, O., Tessema, M., Craft, J., & Tsegai, S.(2021) A framework for assessing the
effectiveness of HR metrics and analytics: The case of an American Healthcare Institution,
Global Journal of Human Resource Management, 9(1), 1-19.
Nwafor, O., Singh, R., Collier, C., DeLeon, D., Osborne, J., & DeYoung, J. (2021). Effectiveness
of nudges as a tool to promote adherence to guidelines in healthcare and their organizational
implications: A systematic review. Social Science & Medicine, 286, 114321.
Van Elten, H. J., Van Der Kolk, B., & Sülz, S. (2021). Do different uses of performance
measurement systems in hospitals yield different outcomes?. Health care management
review, 46(3), 217.
Professor Stokes Papers
Bamel, U. and Stokes, P. (2016) Special Issue: of “Flexibility in HR Practices”, Global Journal of
Flexible Systems Management. Volume 17(1):1-3.
Mathews, M. and Stokes, P. (2013) The Creation of Trust – The Interplay of Rationality,
Institutions and Exchange, Entrepreneurship and Regional Development 25(9-10): 845-866.
Rademakers, M, Scheepstra, S and Stokes, P. (2019) Organizational Agility and Value Creation,
Journal of Creating Value, 5(2):106-110.
Scott, P., McIntosh-Scott, A., and Stokes, P. (2013) Sales and Strategic Marketing Practices in
the Pharmaceutical Industry – Doctors as Customers and Their Decisions, Journal for
International Business and Entrepreneurship Development, 7(1): 37-51.
Singh, S. and Stokes, P. (2015) Special Issue: Organizational Excellence in the Middle East,
International Journal of Organizational Analysis, 23(3): 337-504.
Stokes, P., Moore, N., Mathews, M., Moss, D, and Smith, S., Liu, Y. (2015) The Micro-Dynamics
of Intra-Organizational and Individual Behavior and their Role in Organizational Ambidexterity
Boundaries, Human Resource Management (USA), 54(1): 63-86.
Stokes, P. (2016) ‘Chapter 2: Historical and Contemporary Contexts: The Representation and
Character of ‘Modern’ Organizations’, Stokes, P., Moore, N., Smith, S., Rowland, C. and Scott,
P (2016) Organizational Management. London. Kogan Page, 27-45.
Stokes, P. (2016) ‘Chapter 3: Using critical approaches in managing people and organizations’
in Stokes, P., Moore, N., Smith, S., Rowland, C. and Scott, P (2016) Organizational
Management. London. Kogan Page, 51-66.
Stokes, P., Smith, S, Ward, T., Moore, N., Rowland, C., Ward, T. and Cronshaw, S. (2018)
Resilience and the (Micro-)Dynamics of Organizational Ambidexterity: Implications for
Strategic HRM, International Journal of Human Resource Management, 30(8): 1287-1322.
Wankhade, P. Stokes, P., Tarba, S. and Rogers, P. (2019) Work intensification and
Ambidexterity – the Notions of Extreme and ‘Everyday’ Experiences in Emergency Contexts:
Surfacing Dynamics in the Ambulance Service, Public Management Review. 1-27.
Topic 9 – Corporate Social Responsibility/ Diversity & Inclusion
General Resources
Ahmad, N., Scholz, M., Arshad, M. Z., Jafri, S. K. A., Sabir, R. I., Khan, W. A., & Han, H. (2021).
The inter-relation of corporate social responsibility at employee level, servant leadership, and
innovative work behavior in the time of crisis from the healthcare sector of
Pakistan. International journal of environmental research and public health, 18(9), 4608.
Clayborne, E. P., Martin, D. R., Goett, R. R., Chandrasekaran, E. B., & McGreevy, J. (2021).
Diversity pipelines: the rationale to recruit and support minority physicians. Journal of the
American College of Emergency Physicians Open, 2(1), e12343.
Gobianidze, M., Hammond, J., Jürgens, K., Reisser, K., & Kalaitzi, V. (2022). Advancing the
diversity and inclusion agenda in healthcare organizations: The case of German university
hospitals. South Eastern European Journal of Public Health (SEEJPH).
Kuzey, C., Uyar, A., Nizaeva, M., & Karaman, A. S. (2021). CSR performance and firm
performance in the tourism, healthcare, and financial sectors: Do metrics and CSR
committees matter?. Journal of cleaner production, 319, 128802.
Uyar, A., Kuzey, C., Kilic, M., & Karaman, A. S. (2021). Board structure, financial Performance,
corporate social responsibility performance, CSR committee, and CEO duality: Disentangling
the connection in healthcare. Corporate Social Responsibility and Environmental
Management, 28(6), 1730-1748.
Professor Stokes Papers
Ashta, A, Stokes, P and Hughes, P. (2018) Change Management in Indo-Japanese CrossCultural Collaborative Contexts: Parallels between Traditional Indian Philosophy and
Contemporary Japanese Management, Journal of Organizational Change Management.
31(1): 154-172.
Ashok, A, Stokes, P, Hughes, P. (2022) Japanese self-initiated expatriates’ adjustment to
Indian assignments: the role of traditional values, Asia Pacific Journal of Human Resources,
on-line
Cronshaw, S., Stokes, P. and McCulloch, A. (2021) Mothers doing doctorates part-time – why
do we make it harder than it needs to be?, EFMD Global Focus, 15(3): 62-65.
Cronshaw, S.; Stokes, P. and McCulloch, A. (2021) Online Communities of Practice and
doctoral study: working women with children resisting perpetual peripherality, Journal of
Further and Higher Education, on-line.
Barmeyer, C., Davoine, E and Stokes, P. (2019) When the “well-oiled machine” meets the
“pyramid of people”: Role perceptions and hybrid working practices of middle managers in a
bi-national organization – ARTE, International Journal of Cross-Cultural Management. 19(3),
251-272.
Hickman, M. and Stokes, P. (2019) Ageing, adventure and the outdoors: issues, contexts,
perspectives and learning, Journal of Adventure Education and Outdoor Learning, 17(1): 9294.
Kraus, P., Cooper, C., Stokes, P., Liu, L., Moore, N, Britzelmaier, B., Tarba, S-Y. (2020) Cultural
Antecedents of Sustainability and Regional Economic Development – A Study of SME
‘Mittelstand’ Firms in Baden-Württemberg (Germany), Entrepreneurship and Regional
Development. 32(7-8): 629-653.
Rodgers, P., Vershinina, N., Tarba, S., Stokes, P. and Khan, Z. (2018) Gaining legitimacy through
proactive stakeholder management: The Experiences of high-tech women entrepreneurs in
Russia, Journal of Business Research.
GENERAL REFERENCES/RESOURCES
Stokes, P. (2011) Critical Concepts in Management and Organization Studies Basingstoke,
Palgrave-Macmillan.
Stokes, P. (2011) Key Concepts in Business and Management Research Methods, Basingstoke,
Palgrave-Macmillan.
Stokes, P. and Wall T. (2015) Business Briefings – Research Methodology, Basingstoke,
Palgrave Macmillan.
Stokes, P., Moore, N., Smith, S., Rowland, C. and Scott, P. (2016) Organizational Management.
London. Kogan Page.
HUMAN RESOURCE
MANAGEMENT – REFLECTIONS
ON HEALTHCARE CONTEXTS
1
PROFESSOR PETER STOKES
2
Peter Stokes is Professor of Leadership and Professional Development in the
Leicester Castle Business School, De Montfort University (Leicester, UK).
Previously he was professor, faculty-wide Deputy Dean (2012-2015), Acting
Executive Dean (2012-2014) and Director of Research and Knowledge Transfer
(2014-2015) at the University of Chester (UK).
He has taught, researched, published and reviewed extensively in leading journals in
the areas of, among others: Management Learning and Development, Human
Resource Management, Business Ethics, Management Philosophy, Organizational
Design, Organizational Behaviour, Critical Management Studies, and Research
Methodology. His work has appeared in world-class journals such as, for example:
Human Resource Management, Organization, Studies in Higher Education, Journal of
Organizational Change Management, Employee Relations, Journal of Organisational
Behaviour (USA) and Entrepreneurship and Regional Development and he has published
books on research methods and critical management studies. He is Editor-in-Chief
of the International Journal of Organizational Analysis and serves on a number of
international journal boards including the EuroMed Journal of Business. He has been
visiting professor and academic advisor in businesses and university business
schools in a number of countries including: France, Netherlands, Spain, Ireland,
Germany, Senegal (West Africa),Vietnam, Morocco, Hong Kong, China, India, Mexico
and Dubai. He is fluent in French and Spanish and has a working knowledge of
Swedish and Italian.
(CONTD)
He has applied his work through national and international knowledge
transfer and consultancy projects across a range of business sectors
encompassing healthcare, utilities, construction, publishing, aerospace,
diplomatic, emergency services and local government. He currently
hold a number of positions on major international bodies including:
Vice-President-Business Relations and UK Country Director for the
EuroMed Research Business Institute (EMBRI); UK Ambassador for the
Association Francophone de Gestion des Ressources Humaines (French
Academic HR Association); Organizing Committee of the Research
Methodology SIG – British Academy of Management; member of the
British Standards Institute (BSI) Human Capital Standards Committee;
member of the Steering Committee of the Spiritual Capital
Development Company, Institute of Directors. He has a keen interest
in long distance running, hill-walking/wild camping, wine and food
cultures, history and has led a large number of mountaineering
expeditions in the United Kingdom and the European Alps.
4
LET’S TALK SESSION
YOUR
INTRODUCTION
Years of Experience
& Current Role
What does the HR
Department Role
mean in your
organizational
healthcare setting?
Your Good/Bad
Experience with HR
in your current or
any previous Job –
what is particularly
significant about
healthcare settings?
Your Thoughts Why, for example, a
CFO is often given
higher importance
than CHRO?
5
HUMAN RESOURCE
MANAGEMENT
Topic 1:
Understand the Role of HRM in Healthcare (HR Behavioural &
Technical Competencies)
Structure of HR Function
HR COMPETENCIES
7
WHAT IS A COMPETENCY?
Competencies combine
knowledge, skills, abilities,
and other characteristics
that we need to succeed in
our healthcare profession.
Skills
SHRM Competency Model
Abilities
Knowledge
8
9
HR’S STRATEGIC ROLE IN
THE ORGANIZATION
Participate in creating
organization’s strategy
HR
Align HR strategy
with organization’s
strategy
Support other
functions in their
strategic roles
10
HR’S ADMINISTRATIVE AND
OPERATIONAL ROLES
Administrative
Operational
• Use technology to capture and
analyze data, reduce transactional time
• Focus on core capabilities
• Knowledge management
• Talent acquisition and development
• Incentive systems
• Employee engagement programs
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HR STRUCTURAL ALTERNATIVES
Centralized
• All HR personnel are located within the HR department.
• Headquarters makes all HR policy and strategy decisions and
coordinates all HR activities and programs.
• Helps ensures standardized HR policies and processes.
• Creates efficiencies in delivery of services.
Decentralized
• Each part of the organization controls its own HR issues.
• Strategy and policy may still be made at headquarters, but HR
staff within each function, business unit, or location carries out
the required activities.
• How well would each work in healthcare settings?
12
HR STRUCTURAL ALTERNATIVES
Functional
• Headquarters HR specialists craft policies.
• HR generalists (e.g., located within divisions or other locales)
implement these policies, adapt them as needed, and interact
with employees.
Dedicated
• HR function at headquarters and separate HR functions
located (or “embedded”) in separate business units.
• Corporate HR articulates basic HR values, develops tools to be
used by the organizational-level HR functions, and creates
programs (e.g., global literacy and leadership skills).
• Business unit HR staff develops local policies and practices.
• Again- how do these models work in healthcare?
13
HR STRUCTURAL ALTERNATIVES
Shared Services
• Centers with specific areas of expertise develop
HR policies in those areas and then offer the
service to all units.
• Frequently used in organizations with multiple
business units.
• Units select what they need from a menu of
shared services (usually transactional).
14
THIRD-PARTY CONTRACTORS
Successful outsourcing/cosourcing
depends on:
• Choosing the right activities to
outsource/cosource.
• Alignment of vendor’s performance
objectives with strategic requirements.
• Confirmation of vendor’s reliability, capacity,
expertise, and ethical behavior.
• Risks of outsourcing?
15
OUTSOURCING PROCESS
Analyze needs
and define goals.
Define budget.
Create RFP.
Send RFPs to
chosen
contractors.
Evaluate
proposals.
Choose
contractor.
Negotiate
contract.
Implement project
and monitor
schedule.
Evaluate project.
16
HR AUDIT PROCESS
Determine scope
and audit type.
Develop audit
questionnaire.
Collect data.
Benchmark
findings.
Create action
plans.
Foster continuous
improvement.
Provide results
feedback.
17
DISCUSSION
The newly appointed VP of HR is excited about participating in the
upcoming strategy session and discussing a number of ideas on
how to improve the efficiency of the HR department. These ideas
will require a significant investment in technology and in upgrading
the skill set of the HR department.
During the session, most of the other leaders provide direct and
indirect feedback about the ineffectiveness of the HR department
and complain that HR is out of touch with the rest of the
organization. Often these leaders intentionally exclude the HR
department and actively work around them until they are
compelled to cooperate.
18
DISCUSSION
• What must the VP of HR do to convince the
organization that the HR team is adding value to the
organization?
• What competencies must the VP of HR demonstrate
before other leaders support the implementation of
the structural and operational changes within the HR
department?
19
HUMAN RESOURCE
MANAGEMENT
Topic 2:
Developing Recruitment and Selection Strategies ( Talent
Acquisition)
20
STAFFING
Attempts to provide an adequate supply of
qualified individuals to complete the body
of work necessary for the organization’s
financial success
• Acts on the organizational human capital needs
identified through workforce planning
• Anticipates organizational staffing needs and
balances those needs with actual talent supplies
SOURCING AND RECRUITING
• Sourcing: generates a pool of qualified applicants
• Recruitment: encourages candidates to apply
Internal
• Identifies candidates with domestic or
global operations
• Typically uses internal postings and
succession planning
External
• Finds candidates through a variety of
sources outside the organization
• Talent shortages and globalization force
organizations to cast a “wide net”
22
INTERNAL RECRUITING
METHODS – HEALTHCARE
ISSUES?
Employee referrals
Inside
moonlighting
Succession
planning
Skill banks/skill
tracking systems
Nominations
Common
methods
Job bidding
Job posting
23
EXTERNAL RECRUITING
METHODS – CHALLENGES?
Trade and professional
organizations
Advertising (print and nonprint)
Agencies (third-party recruiters)
Temporary agencies
Community awareness
Referrals
Personal networking
Outplacement
services
Contract agencies
Several
possibilities
Educational institutes
Employer websites
Former employees
Open houses
Government agencies
Online social
networks and blogs
HR associations
Intraregion recruiting
Internships
International job boards
(bulletin boards)
24
JOB DESCRIPTION
Written description of a job and its requirements, including tasks,
knowledge, skills, abilities, responsibilities, and reporting structure
Common Elements
• Job identification
• Position summary
• Minimum qualifications
• Duties and responsibilities
• Success factors
• Physical demands
• Working conditions
• Performance standards
Additional Elements
• Essential functions
• Nonessential functions
• Sign-off
• Disclaimers
25
JOB SPECIFICATIONS
Describe the minimum qualifications necessary to perform a
job.
Include experience, education, training, licenses and
certification (if required), mental abilities and physical skills,
level or organizational responsibilities.
Should reflect what is necessary for satisfactory performance,
not what the ideal candidate should have.
The role they play in the legal and regulatory environment can
vary from one country to another.
26
EFFECT OF GROWTH STRATEGIES
Each strategy
requires different
levels of investment
and offers different
levels of control and
return.
• Strategic alliance
• Joint venture
• Equity partnership
• Merger/acquisition
• Franchising
• Licensing
• Contract manufacturing
• Management contract
• Turnkey operation
• Greenfield operation
• Brownfield operation
27
STAFFING PATTERNS
IN GLOBAL ORGANIZATIONS – HOW
DOES THIS RELATE TO YOUR
ORGANIZATIONAL EXPERIENCES?
Initial staffing may rely
on assignees. Gradually
they are replaced by
local nationals.
Eventually the local
nationals become
global assignees
themselves.
Based on Calvin Reynolds
28
SOCIAL MEDIA IN RECRUITING
Advantages
• Low-cost organizational publicity
• Posting of vacancies
• Branding
• Targeting geographically diverse talent
• Employment screening
• Reduced recruiting costs and time to fill
• Engagement of passive job candidates
• Potential inaccuracy of information
learned about candidates
• Legal risks associated with what
employer learns about prospective
candidates and how information is
used or managed
Disadvantages
29
SELECTION PROCESS (– BUT
INFORMAL PROCESSES?)
30
Warning Signs in Application
Forms, CVs, and Résumés
Overqualified or underqualified
Attempts to hide employment gaps
Excessive “filler information”
Messy, poorly organized, or incomplete
Too much self-promotion (versus team credit)
Vague terms
Inconsistent career path
31
INTERVIEWS
Structured
Every candidate is asked
same questions.
Unstructured Process is more conversational, building on
candidate’s responses.
Behavioral
• Repetitive interview
• Non-directive interview
Focus is on how candi• “Give me an example…”
date handled past situa• “Describe a situation…”
tions and on pointed
• “Tell me how you
questions about minimum
handled…”
qualifications.
32
INTERVIEWS – WHAT DO WE
THINK OF THESE APPROACHES?
Competency- Candidates are asked to
based
illustrate how they demonstrated needed KSAs in
past.
• “How did you manage
this situation?”
• “What did you do
when X happened?”
Group
Multiple candidates are
interviewed at the same
time.
Each candidate is interviewed by multiple people.
• Fishbowl interviews
• Team interviews
• Panel interviews
Stress
Interviewer puts the
applicant under some
degree of stress.
• Interviewer attitude
• Puzzles
• Case interviews and
simulations
33
Assessment Methods
Assessment methods help to identify applicant knowledge
and skills that cannot be determined through interviews.
Substantive
(Preemployment)
Assessments
• Cognitive ability
tests
• Personality tests
• Aptitude tests
• Psychomotor tests
• Assessment
centers
Discretionary
Assessments
Contingent
Assessments
• Methods sometimes used to
separate finalists
who receive job
offers
• Drug tests
• Medical exams
34
BACKGROUND INVESTIGATIONS
AND REFERENCE CHECKS
Background
investigations
• Authenticate information (e.g., education and
work history) supplied by a job applicant
• Usually improve hiring decisions and may
avoid negligent hiring claims
• Verify previous employment and provide
information about the applicant’s aptitude
and character
• Involve contacting the applicant’s former
employers, learning institutions, and
personal references
Reference
checks
35
ORIENTATION AND ONBOARDING
Orientation
Onboarding
• Helps employees (new or
rehired) become familiar
with organization,
department, coworkers,
and job.
• Generally lasts one to two
days.
• Helps employee develop
realistic image of
organization and/or job.
• Encompasses orientation as
well as first months of
employee’s tenure.
• Helps employees develop
positive working relationships with their supervisor,
coworkers, and others.
• May be informal or formal.
36
HR METRICS: COST PER HIRE
(External costs) + (Internal costs)
Cost per hire (CPH) =
Total
number
of
hires
in
a
time
period
• SHRM standard that addresses problems with variability in
the traditional cost-of-hire measure
(total costs divided by number of new hires)
• Differentiates between internal and comparable CPH metrics:
• Cost per hire, internal (CPHI)
• Cost per hire, comparable (CPHC)
37
HR METRICS: RECRUITMENT COST
AND YIELD RATIOS – USEFULNESS?
Recruitment cost ratio (RCR)
External costs + Internal costs
100
Total first-year compensation of hires in a time period
$200,000
100 = 10%
$2,000,000
Yield ratios
Qualified applicants 100
=33%
Total applicants
300
Offers extended
5
=33%
Qualified applicants 15
Minority applicants 80
=27%
Total applicants
300
Offers extended
Final interviews
Female applicants 185
=62%
Total applicants
300
Offers accepted 3
=60%
Offers extended 5
5
=50%
10
38
HR METRICS: DAYS TO FILL
Number of days from opening of job requisition to
acceptance of offer
• Helps HR determine a realistic amount of time for
hiring new employees
• Helps managers plan how to best redistribute work
• Supports resource and budget planning
Emphasizing speed may increase
recruitment costs and decrease
quality of hire.
39
DISCUSSION
In another application, a criminal background report
indicates that six years ago a candidate was convicted
of driving while intoxicated (DWI), and his/her driving
license was revoked for six months. Driving is not part
of the duties for this job position. The hiring manager is
new to the company, and this is his/her first hire. S/He
feels very invested in this choice. He calls HR to check
on the applicant’s progress.
40
Discussion
• As an HR professional, what are your
main responsibilities in this situation?
• How would you handle this?
• What HR competencies would be useful
here?
41
HUMAN RESOURCE
MANAGEMENT
Topic 3:
Implementing Performance Management Systems (Managing
People & Employee Engagement in Healthcare Settings)
42
Employee Life Cycle (ELC) Phases
– Rhetoric or Reality?
43
EMPLOYEE ENGAGEMENT –
RHETORIC OR REALITY?
Embodies broader concept than employee
satisfaction, commitment, and morale
Involves employee behaviors that positively
influence individual- and business-level
performance
Characterized by a desire to stay with the
organization in the future and willingness to
“go the extra mile”
HR TASKS IN EMPLOYEE
ENGAGEMENT
Gain management support.
Evaluate current engagement.
Implement actions to increase
engagement throughout life cycle.
Regularly measure success.
45
MAKE A BUSINESS CASE
Connect engagement with the drivers of the
organization’s strategic goals.
46
EMPLOYEE ENGAGEMENT
BENEFITS – BUT THE NEED TO
THINK DEEPER AND WIDER?
Gallup analysis of data
from almost
200 organizations
showed a correlation
between employee
engagement and business
results.
• Customer ratings
• Profitability
• Productivity
• Turnover
• Safety incidents
• Shrinkage (thefts)
• Absenteeism
• Quality (defects)
• … Trust, Consistency, Fairness
47
SURVEY DEVELOPMENT
PRINCIPLES
Prepare employees; communicate the purpose.
Survey significant areas.
Guarantee confidentiality and anonymity.
Provide timely and actionable feedback on the
results.
48
ANALYZING SURVEY RESULTS
Connect survey results to business
performance.
Prioritize actions that will have meaningful
impact.
Communicate results to management and
employees as quickly as possible.
49
ACTING ON SURVEY RESULTS
CHALLENGES AND ISSUES?
Identify engagement drivers that can be
realistically addressed.
Make action plans realistic and measurable.
Track and communicate efforts and results.
50
PERFORMANCE MANAGEMENT –
THINKING ABOUT WHY PEOPLE
CHOOSE TO PERFORM?
Maintaining or
improving
employee job
performance
51
PERFORMANCE STANDARDS
Management expectations translated into:
Behaviors
Results
What the organization
wants the employee to do
What the employee must
produce or deliver
Standards should be objective, measurable, realistic,
and stated clearly in writing (or otherwise recorded),
and communicated throughout the organization.
52
PERFORMANCE APPRAISAL – ‘THE
GOOD THE BAD AND THE UGLY’
Measuring the degree to which an employee
(or group) accomplishes work requirements
Purposes
Desired Outcomes
• Provide feedback and
counseling.
• Help in allocating rewards and
opportunities.
• Help in determining employees’
aspirations and planning
developmental needs.
• Constructive feedback and
improved productivity
• Training and developmental
needs
• Clear expectations
• Commitment and mutual
understanding
Performance evaluations should be communicated continuously.
53
PERFORMANCE APPRAISAL
METHODS
Category
Rating
• Graphic
scale
• Checklist
• Forced
choice
Comparative
• Ranking
• Paired
comparison
• Forced
distribution
Narrative
• Essay
• Critical
incidents
• Field review
Management by objectives (MBO) and behaviorally
anchored rating scale (BARS) may be used to overcome
appraisal challenges.
54
ERRORS IN PERFORMANCE
APPRAISAL
Halo/horn effect
Strictness
Recency
Leniency
Primacy
Central tendency
Bias
Contrast
55
Appraisal Meeting
Proper documentation is critical:
• Timely
• Specific and objective
• Accurate and
consistent
Discuss
and agree
on ratings.
Set
objectives
for next period.
Create
plan to
implement.
Discuss
follow-up.
Discuss
what will be
accomplished.
56
REWARDS AND RECOGNITION
• Tied to strategic goals and
organizational values
• In a form meaningful to
individual recipient
• Use positive and negative
reinforcement of desired
behavior (Skinner’s behaviorist
school)
— Positive: adding something
desired
— Negative: removing
something not desired
Financial
• Bonuses
• Prizes
Nonfinancial
• Public or private
recognition
• Opportunities
• Greater autonomy or
access to resources
• Work/life balance
benefits
57
DISCUSSION
• How is Performance Management done in your
Organization?
• Examine and explain how Employee Engagement is rolled
out in your Organization?
Examples Please:
• Let us focus more on Examples
HUMAN RESOURCE
MANAGEMENT
Topic 4:
Learning & Development
59
LEARNING, TRAINING, AND
DEVELOPMENT – IN A HEALTHCARE
SETTING = A PARTICULAR SET OF
DEMANDS
Learning
Acquiring knowledge, skills, behaviors,
and competencies
Training
Providing knowledge, skills, or abilities (KSAs)
specific to a particular task or job
Development
Preparing for future responsibilities through job
experiences, relationships, assessment, and
educational courses
60
HR’S ROLE IN
LEARNING AND DEVELOPMENT
• Ensure alignment of learning and development
activity with strategic goals.
• Gather input from stakeholders.
• Use workforce analytics to guide development.
• Scan internal and external environment to
identify critical learning needs and opportunities.
61
THE LEARNING ORGANIZATION
– WHAT HELPS AND HINDERS IT?
A learning organization
adapts quickly to changes in
the environment by altering
organizational behavior. It
provides the environment
for learning and
development.
— Peter Senge, The Fifth Discipline
62
DELIVERY APPROACHES AND
TRANSFER OF LEARNING
Self-directed
Instructor-led
On-the-job
Blended
• Self-directed
• Self-paced
• Multimedia
• Mobile
• Actual or virtual
classroom
• Incorporates
multiple activity
styles
• Demonstration
• Immediate
feedback
• Retesting
• Adjust mix to
content and
audience
Transfer of learning: effective and continuing application
of knowledge and skills at the work site.
Role for innovation?
63
TRAINING DELIVERY TOOLS
• E-learning
• Mobile learning
• Learning portals
• Virtual-world
simulations
• Learning
management
systems
• Social media
• Webinars
64
LEARNER PARTICIPATION AND
RETENTION
65
TRAINING: ADDIE MODEL
66
KIRKPATRICK’S LEVELS OF
EVALUATION
Level 1: Reaction
Measures reaction
of participants to
the training.
Level 2: Learning
Measures how
knowledge, skills, and
attitudes changed.
Checklists
Questionnaires
Post-measures
Pre-/post-measures
Interviews
Pre-/post-measures with
control group
67
KIRKPATRICK’S LEVELS OF
EVALUATION
Level 3: Behavior
Measures a change in
behavior.
Level 4: Results
Measures
organizational results.
Performance tests
Critical incidents
Return on stakeholder
expectations
360-degree feedback
ROI analysis
Simulations
Progress toward
organizational objectives
Observations
Performance appraisals
68
TRAINING ROI – WISHFUL OR
REAL CAUSAL R’SHIP?
1. Isolate effects of training.
2. Convert effects (benefits) into monetary values.
3. Calculate costs of training.
4. Compare.
Program benefits – Total incurred costs
ROI % =
100
Total incurred costs
HR professionals should be aware of their organization’s
thresholds for ROI and their effects on L&D activities.
69
FORMS OF CAREER DEVELOPMENT
– WHAT ADDITIONAL FORMS FOR
HEALTHCARE?
Employee
self-assessment
tools
Apprenticeships
Job rotation,
enlargement,
enrichment
Projects,
committees, teams
Internal mobility
Coaching and
mentoring
Academic institutions,
associations,
continuing education
70
DISCUSSION
An independent hospital (single location, not a franchise),
located in a competitive market, needs a comprehensive
clinical and admin staff management and supervisory
development program and employee skills training. HR is
tasked with providing a solution as quickly as possible.
Varied skills are critical in the workforce, since the day
clinics provide critical revenue. Revenue and performance in
this area has been declining.
71
DISCUSSION
Due to the immediacy of the training request, what is the best
and first action the HR director should take?
A. Outsource the task to a local consultant who can
immediately offer generic courses on time management and
effective communication?
B. Assess organization-wide training needs and, with
management, prioritize based on ROI?
C. Convene the executive team and solicit their input on topics?
D. Focus on team building?
72
HUMAN RESOURCE
MANAGEMENT
Topic 5:
Performance Management (Total Rewards in Healthcare
Organizational Contexts).
73
KEY TERMINOLOGY
Total rewards
Encompasses direct and indirect remuneration approaches that
employers use to attract, recognize, and retain workers;
“remuneration” and “compensation and benefits” have the same
meaning.
Benefits
Tangible payments or services provided to broad groups of
employees to cover common issues (e.g., retirement and paid
time off), in addition to those required by law.
Compensation Refers to all other financial returns (beyond any tangible benefits
payments or services), including salary and allowances.
Perquisites
Compensation provided on an individual basis in the form of
goods or services (e.g., automobiles and mobile devices).
Incentives or
premiums
Payments in return for the achievement of specific, time-limited,
targeted objectives; often calculated as a percentage of base
salary and paid as lump sums or ongoing payments.
74
COMPENSATION PHILOSOPHY
A short (but broad) statement documenting the
organization’s guiding principles and core values
about employee compensation
Philosophy should be:
✓ Equitable
✓ Defensible
✓ Perceived as fair
✓ Fiscally sensitive
✓ Legally compliant
✓ Easy to communicate
Programs offered
should be:
✓ Fair
✓ Competitive
✓ Aligned to philosophy
and policies
75
PAY STRATEGIES –
CONSEQUENCES AND
IMPLICATIONS?
Compares an organization to other organizations that share its industry, occupation, or
location
Organizations may decide to:
Lag
Match
Lead
COMPENSATION SYSTEM DESIGN
– WHAT DOE WE NEED TO
CONSIDER IN HEALTHCARE
CONTEXTS?
77
JOB ANALYSIS
Knowledge
Body of information necessary
for task performance
Skills
Level of proficiency needed for
task performance
Abilities
Capabilities necessary to
perform job
78
JOB ANALYSIS METHODS
AND OUTCOMES
Common Methods
• Observation
• Interview
• Open-ended
questionnaire
• Highly structured
questionnaire
• Work diary or log
Outcomes *
• Job description
• Job specifications
• Job competencies
* Deliverables are job
documentation.
79
INTERNAL JOB EVALUATION
Determines the relative worth and pay structure of jobs
based on an assessment of their content and relationship to
other jobs in the organization
Nonquantitative or
whole-job methods
Quantitative
methods
Establish order of jobs in
terms of their value to the
organization
Use scale based on
compensable factors to
show how much more one
job is worth than another
For example, job ranking,
paired comparison, job
classification
For example, point-factor
system
80
EXTERNAL JOB EVALUATION
Market-Based Job Evaluation
Determines the relative worth and pay opportunities of
different jobs based on their market value or the going rate
in the marketplace
• Sometimes called “market pricing.”
• Data collection includes survey formats, survey
analysis, and slotting.
• Job content or internal job relationships may be
secondary considerations.
81
BROADBANDING
Combines salary grades to create larger ranges
•
•
Allows people to move within their job without outgrowing
the pay scale.
Avoids having too many grades
with small midpoint differences
Management
between them.
$50,000
Technical
$22,000
$105,000
Supervisory
$68,000
Service Experts
$17,000
$38,000
82
BASE-PAY SYSTEMS
Single- or flat-rate • Employees receive the same rate of pay,
regardless of performance or seniority.
• Generally corresponds to target market
survey data for the job.
• May be a training wage in a flat-rate job.
Time-based steprate
• Rate based on longevity.
• Increases occur on pre-determined
schedule:
– Automatic by percentage and time.
– Affected by performance.
– Combination of step-rate and
performance (when job rate is
reached).
83
BASE-PAY SYSTEMS
Performancebased or merit
pay (P4P or PfP)
• Linked to measures of work quality or
goals.
• Employers must be able to defend
practices.
• Global differences must be addressed:
– Types of incentives and remuneration.
– Individual vs. collective performance.
– Impact on risk.
Productivity-based • Based on output.
• Straight piece-rate (base plus).
• Differential piece-rate (rate increases in
steps after standard is met).
Person-based
• Affected by employee’s knowledge, skill,
or competencies.
84
PAY VARIATIONS
Red-circle
rates
Rates above the range maximum
Green-circle
rates
Rates below the range minimum
Pay
compression
Small differences in pay regardless of
experience, skills, level, or seniority
85
DISCUSSION
DIRECT SALES COMPENSATION
Straight salary
Salary plus
commission
and/or bonus
Straight
commission
Use when:
Use when:
Use when:
More time is spent on
service than sales.
Organization needs to
reward behaviors that
support strategy.
Organizational
objective is to increase
volume (even if it
means less service).
Measuring sales
performance is difficult.
Individual sales and
support efforts are
hard to separate.
Sales cycle is long.
System needs to be
adaptable and allow for
readjustments.
Competitors use the
same strategy.
Holding down cost of
sales is important.
Competitors use the
same strategy.
86
HUMAN RESOURCE
MANAGEMENT
Topic 6:
Performance Management (Workforce Management)
87
WORKFORCE PLANNING IN
HEALTHCARE CONTEXTS
Process of analyzing
the organization’s
workforce and
determining steps to
prepare for future
needs
Alignment of
human capital
with
organizational/
business
direction
88
WORKFORCE ANALYSIS PROCESS –
IDEALISTIC OR REALISTIC?
Supply analysis
Where are we now?
What do we have?
Demand analysis
Where do we want to be?
What do we need?
Gap analysis
What KSAs exist?
What is lacking and what will be needed?
Solution analysis
What can we afford?
How will we get what we need?
89
SUPPLY ANALYSIS:
FORECASTING TOOLS
Accurate forecasts account for movement into and inside the organization (new
hires, promotions, internal transfers) and out of the organization (resignations,
retirements, involuntary terminations, discharges).
Turnover
analysis
• Divide separations per year (or
shorter time periods) by average
monthly workforce.
Flow
analysis
• Analyze career development plans.
• Obtain estimates of movement.
• Project future movement.
90
DEMAND ANALYSIS: JUDGMENTAL
AND STATISTICAL FORECASTS
Judgmental
forecasts *
Statistical
forecasts *
Assess the past and
present to predict
future needs
Regression analysis
(simple or multiple)
Based on a variety of
estimates
Simulations (what if?)
91
GAP ANALYSIS
Compares supply and demand analyses to identify the
staffing differences and competencies needed for the
future.
•
•
•
•
•
•
•
•
•
•
Skills
Abilities
Distribution
Diversity
Deployment
Time
Cost
Knowledge sharing
Succession
Retention
Demand
Supply
92
SOLUTION ANALYSIS
Build
• Redeploy
• Train and develop
Buy
• Recruit and hire
Borrow
• Outsource, lease, or contract
93
SUCCESSION PLANNING – WHAT
PARTICULAR CHALLENGES
CONFRONT HEALTHCARE
SETTINGS?
Identify and develop high-potential employees for
positions critical to future needs.
Applies throughout the organization, not just to senior
management.
Must be aligned with career management, training and
learning, and performance management.
Focuses on long-range needs and cultivation of talent
(unlike replacement planning, which focuses on
immediate needs).
94
DISCUSSION
DRIVERS OF RESTRUCTURING
Strategy
(e.g., new strategies)
Structure
(e.g., new business models)
What
Restructuring
has happened
in your
organization ?
Downsizing
Expansion
Please share
some
experiences
95
HUMAN RESOURCE
MANAGEMENT
Topic 7:
HR Technology
96
TECHNOLOGY QUESTIONS FOR
HR
Are we using technology to understand our workforce?
Are we creating and managing relationships with
individual employees through technology?
Is technology helping us integrate the parts of the
organization and overcome divisions?
Are we providing management with more data and
analysis for informed decision making?
Do we understand and incorporate the ways our
employees use technology into our processes?
Are we using technology to improve all aspects of our
performance? … Beware Technological Determinism..
INFORMATION MANAGEMENT (IM)
Using technology to collect, process, and
condense information and efficiently manage
the information as an organizational resource
• Evaluates the kinds of information and data
an organization requires
• Considers complexity (e.g., “big data”),
openness, and real-time interactions
Data Analytics
The process of studying data to detect
patterns and relationships that can be used
to make predictions and improve decisions
Good analysis
requires data that is:
• Representative.
• Unbiased.
• Unambiguous.
• Error-free. But are
human biases
inevitable?
99
WORKPLACE TECHNOLOGIES
Business process integration
e-procurement
Electronic signatures
Electronic record keeping
Software as a service (SaaS)
Cloud computing
OTHER WORKPLACE
TECHNOLOGIES
Mobile learning
Gamification
Workplace of the future
Tools for collaboration and information sharing
Blogs
Other Workplace Technologies
Social media
Social networking
Self-service human resource systems (ESS and MSS)
Sustainable technology
Wearable technology
“Bring Your Own Device” (BYOD)
Realistic BYOD policies allow employees to use their
personal digital devices to access the organization’s
network but define certain restrictions on their use.
• Restrict the use of personal devices while the employee
is working in the workplace.
• State which devices will be supported by IT and the
requirements for using the device.
• Clarify financial arrangements and legal rights.
• Define security measures.
Social Media
HR and HR issues are at the center of this revolution in
communication and employee relations.
Requires a comprehensive social media policy and
appropriate IT usage role-modeling by leadership to
leverage benefits and reduce risks of employee misuse.
Effective workplace social media policies and practices:
• Are aligned with the organization culture.
• Focus on smart and ethical use.
• Reflect key legal and reputational risks.
INFORMATION SECURITY
AWARENESS
“Hacking” (or hack) has evolved to hold a double
meaning:
• The act of deliberately accessing a computer without
permission
• Constructive IT problem solving or learning through
trial-and-error
Hacking tactics can take many forms, such as:
• Phishing.
• Fake e-cards or job openings.
• Phony security alerts.
• “Click this link” scams.
“Social engineering” is also being used to describe
the mindset and tactics of unethical hacking.
GDPR THEMES
Transparency
Individual rights
of access to/
control over data
Legality of
processing
Data quality and
minimization
Data sharing
Data transfers
Data breaches
Accountability
106
DISCUSSION
What is the first step the HR director should take to
invest in an HRIS for a healthcare organization?
A. Contact the vendor that presented at the SHRM
chapter meeting and request a quote?
B. Involve appropriate stakeholders to analyze an
investment in an HRIS?
C. Talk with several HR professionals to obtain feedback
on the systems they use in their organizations?
D. Create a business case to identify the reasons to
implement an HRIS?
107
HUMAN RESOURCE
MANAGEMENT
Topic 8:
Organizational Effectiveness in Healthcare Contexts
108
ORGANIZATION DEVELOPMENT –
PARTICULAR CHALLENGES IN
HEALTHCARE SETTINGS?
Process of enhancing the effectiveness and
efficiency of an organization and the well-being of
its members through planned interventions.
Organizational performance
is assessed based on:
• Efficiency in using
resources to create value.
• Effectiveness in achieving
its strategic goals.
Organizational interventions
(“structured activities”)
can be:
• Proactive.
• Remedial.
109
OD PROCESS MODEL
110
ARE WE READY TO CHANGE?
Issues to consider include:
The organization’s,
group’s, or individual’s
readiness to change
will affect the
initiatives adopted.
• The nature of the change.
• Duration.
• Key milestones.
• Change process.
• Roles and responsibilities.
• Cultural impacts.
• Fears and resistance.
• Productivity issues.
• Benchmarks.
• Local interests.
111
J CURVE
The J curve shows the
challenge of introducing
change into an
organization.
Can we return to or
exceed previous levels of
productivity?
Will we be mired in
resistance?
Why is addressing
resistance so important?
112
MANAGING CHANGE SPECTRUM
113
INTEGRATED VIEW OF CHANGE
114
REALIGNING AND REFOCUSING
THE HEALTHCARE ORGANIZATI ON
What the organization needs to be effective will change as it grows—
from initial creativity and freedom to evolving needs for:
• Direction and
management.
• Delegation and effective
structure.
• Control and coordination.
• Collaboration.
Based on Larry Greiner
115
HUMAN RESOURCE
MANAGEMENT
Topic 9:
Corporate Social Responsibility
Diversity & Inclusion
116
EVOLUTION OF CSR IN
HEALTHCARE CONTEXTS
• CSR includes a broader range of a
decision or action’s effects on a broader
field of stakeholders.
• Attention to CSR has moved from the
corporate periphery to center stage.
• Integrated into organizational mission
and core business strategies.
117
SUPPLY CHAIN RESPONSIBILITIES
Better products
Ethical
supply chain
behavior
More satisfied customers
=
More sustainable working
communities that support the
growth of business
Areas of concern:
• Workplace safety
• Child labor
• Supply chain sustainability
118
GOVERNANCE IN HEALTHCARE
CONTEXTS
System of rules and processes an organization
puts in place to ensure compliance with:
• Local and international laws.
• Accounting rules.
• Ethical norms.
• Environmental and
social codes of conduct.
When an organization lacks good governance and fails to
recognize and respond to ethical issues, its stakeholders may
perform that task for it, to its detriment.
119
THREE SPHERES OF
SUSTAINABILITY – WHAT ARE THE
CONSIDERATIONS IN
HEALTHCARE?
120
SUSTAINABILITY OPTIMUM?
Where sustainability becomes an engine of innovation and
a way to identify business opportunities…
Business
interests
Sustainability
Optimum?
Public
interests
…generating new products,
processes, markets, and business models.
121
STAKEHOLDERS IN HEALTHCARE
SETTINGS
Sustainability:
• Expands how a healthcare organization interacts
with stakeholders beyond patients, nurses, doctors
etc.
• Seeks out internal and external stakeholder
input through engagement
opportunities and
strategic social
partnerships.
122
CSR STRATEGIC PROCESS
123
DEFINING DIVERSITY
“The similarities and differences between individuals,
accounting for all aspects of one’s personality and
individual identity”
SHRM, “Introduction to the Human Resources Discipline of Diversity”
FROM
Our view of
diversity is
changing…
Defensive
A matter of
legal or
ethical
compliance
TO
Strategic
A valuable
asset to be
leveraged
124
D&I STRATEGIC PROCESS
125
DEFINING INCLUSION
Diversity asks: “Who do we bring into our
organization?”
Inclusion asks: “How do we make them feel
welcome?”
• Inclusion is how you leverage the
value of diversity.
• Diversity is the byproduct of
effective inclusion.
126
DEFINING “COVERING”
Diversity Without Inclusion
When an organization promotes assimilation—not
inclusion—employees learn to “cover”:
• Appearance
• Affiliation
• Advocacy
• Association
127
BENEFITS OF DIVERSITY
• Improved creativity and innovation
• Recruitment and retention
• Market strengths
• Branding
• Global integration/local differentiation
128
THANK YOU
129
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