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Healthcare Human Resource Management Flynn Mathis Jackson Langan

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  • 1. Healthcare Human Resource Management Flynn 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.
    • 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
    Environmental Scanning: Supply of Labor
  • 9.
    • 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
    Environmental Scanning: Supply of Labor (cont’d)
  • 10.
    • 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
    Internal Assessment
  • 11.
    • Data gathered from
    • External environmental scanning + Internal Assessment
    Forecasting Short-range Intermediate Long range Forecast HR supply & demand (in light of organizational objectives & strategies)
  • 12.
    • 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
    Forecasting Methods
  • 13.
    • 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
    Successful HR Planning
  • 14. HR Strategic Planning Process Figure 3-2
  • 15. Inputs to the Healthcare HR Strategic Plan Figure 3-5
  • 16.
    • 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
    Healthcare Trends & HR Planning
  • 17.
    • 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
    Healthcare HR Management Challenges
  • 18.
    • 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
    Healthcare HR Management Challenges (cont’d)
  • 19. Occupational Shifts Figure 3-6
  • 20.
    • 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
    Healthcare HR Management Challenges (cont’d)
  • 21.
    • Organizational Restructuring
    • Response to lower revenues & higher cost pressures:
    • Eliminating layers of managers
    • Closing facilities
    • Merging with other organizations
    • Out-placing workers
    Healthcare HR Management Challenges (cont’d) Result Redesigned jobs & affected employees
  • 22.
    • 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
    Healthcare HR Management Challenges (cont’d)
  • 23.
    • 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
    Healthcare HR Management Challenges (cont’d)