Capstone Latasha Davis

Runninghead:NOVANTHEALTHKERNERSVILLEMEDICAL CENTER OPERATINGPLAN
Novant Health Kernersville Medical Center
Annual Human Resource Operating Plan
MHRM 6900-2
Walden University
April 19, 2015

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NOVANTHEALTH KERNERSVILLEMEDICAL CENTER OPERATIN PLAN
Annual Operating Plan for the Human Resource Department/Division for Novant Health
Kernersville Medical Center
1. Novant Health Kernersville Medical Center Organization’s Mission& Vision: The
mission and vision of the organization is what drives the business, as well as the employee’s
morale within the business. Haines & Mckinlay (2007) state “a mission and vision
constructs the essential outline for the business to be able to successfully and competently
develop and implement objectives and strategies within the labor force” (p.4). The mission
for Novant Health Kernersville Medical Center is “to advance the well-being of the public,
one person at a time” (Novant Health Kernersville Medical Center, 2015, p.1). The vision for
Novant Health Kernersville Medical Center states “that the workers of Novant Health and
their surgeon partners, will provide an astonishing patient practice, in every aspect, every
single time” (Novant Health Kernersville Medical Center, 2015, p.2).
1.1. Key Business Objectives: Becton & Schraeder (2009) convey that “the strategic human
resources of a business contains planning and employing a set of internally reliable
strategies and practices to safeguard that the organizations human capital contributes to
overall business objectives” (p.2). This will aid the business in constructing appropriate
and accurate strategies to obtain the strategic vision. The business objectives for Novant
Health Kernersville Medical Center are:
1.1.1. Accelerate and sustain the remarkable patient experience by leveraging
diversity and inclusion.
1.1.2. Improve employee retention by fifty percent.
1.1.3. Advance service method for new and existing consumers.
1.1.4. To constantly acquire and implement existing best practices

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1.2. Key Strategies: Strategic administration entails: molding, employing and running an
organization’s strategic plan on a continuous basis rather than on a sporadic basis to
ensure all aspects of the strategic vision are effective and efficient (Poister, 2010, p.4).
Molding, employing and running an organizations strategic plan constantly will permit
the business to identify potential risks and provide solutions that will obtain success and
growth for attainment of the strategic design. Novant Health Kernersville Medical Center
Strategies include:
1.2.1. Increase the establishment's status, capacity, resources and impact by
constantly upgrading its current products, amenities and internal operating know-
hows.
1.2.2. Develop groups, partnerships, joint ventures, networking, shared services
or cooperative programs with contractors, consumers or other compatible
initiatives, in order to cultivate new merchandises, markets, services or
efficiencies.
1.2.3. Endeavoring intended for modification of the organization's funding
sources as a means of attaining control over its financial setting.
1.2.4. Acquire or unify with other administrations that are well-suited with or
strengthen the business’s technology, markets, products or services.
2. HR Department Vision: Human resource professionals play a significant part in launching
the complete scheme of the business in order to convey the vision by being involved and
active with the creation of the organization’s strategy (Allen, Brockbank, Nyman, Ulrich,

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Younger &, 2009, p.109) Novant Health Kernersville Medical Center human resource
department’s vision is to detect and construct systems and procedures that will support the
business in providing an outstanding patient experience utilizing the best practices within the
labor force to obtain a competitive advantage. It is imperative to have in place a mission and
vision where the human resource department can classify and implement objectives and
strategies that support the overall success and growth of the organization.
3. HR Environmental Analysis (SWOT) - Simons (2010) states, “testing the strategy of the
organization or trend employed within the organization will support the business in
distinguishing the strong and weak points” (p.1). Identifying the strong and weak points of
the organization will enable the business to refer back to the (SWOT) analysis to ensure that
operative and proficient methods are utilized to obtain organizational objectives. This same
technique is used for departments. The following is a breakout of the HR Department’s
analysis see (Appendix B).
3.1. HR Strengths – Novant Health Kernersville Medical Center’s human resources consists
of the following strength’s within the organization: competitive compensation packages
for employees, succession plan, and effective leadership in place in the c-suite,
competitive benefits, and no gaps relating to organizational benefits, efficient and
effective training and innovative technology.
3.2. HR Weaknesses – Weaknesses’ within human resources comprises the following: high
turnover ratio, weak leadership among lower level management, low employee morale,
budget constraints, ineffective training practices, subpar practices and protocol, absence
of management development in place.

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3.3. HR Opportunities – Opportunities’ that are identified within this organization human
resources include: global talent, labor force growth, higher wage trends, knowledge
capital, hiring the competition’s high performing talent and additional funding for
resources.
3.4. HR Threats- Threats include: shifts in economy, Federal reimbursement, competition’s
competitive wages, competing organizations, regulatory compliance and long commuting
times for employees.
4. Annual HR Objectives and Strategies
4.1. Annual HR Objectives – In order for human resource professionals to play an
imperative role with the organization’s strategic process, they must have adequate
knowledge regarding various aspects of the strategy and financial concepts (Garey, 2011,
p.2). Human resource professionals have been examined concerning their influences on
the organizations strategic objectives (Dowell & Silzer, 2010, p.10). Outlooks of human
resource professionals within the business includes: cultivating human resource
efficiency, recognizing and supplying capable personnel who have the competencies to
attain the competitive advantage and find, improve and safeguard fundamental
organizational capabilities (Dowell & Silzer, 2010,p.10).Following the knowledge,
human resource professionals must integrate tactical goals and aims, which must be
precise in nature and are able to generate computable results (Garey, 2011, p. 2-3).
Developing objectives during the planning process enables the human resource
department to create and implement effective and efficient strategies that will help
achieve the strategic vision to obtain success and growth. When objectives are identified

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human resource professionals can assess what strategies would be beneficial and play a
successful role with operations and productivity within the labor force.
4.1.1. Recruit and retain a diverse workforce.
4.1.2. Sustain a sufficient and unbiased compensation structure.
4.1.3. Ensure alignment of performance management processes are aligned with
strategic vision of the business.
4.2. Annual HR Strategies – Human resource professionals play a vital role relating to the
operations and productivity of the organization as a whole entity. Aguinis (2013) states
that strategic planning entails of the businesses’ target, evaluation of challenges that may
present themselves of that target, and identifying and implementing methods to move
onward within the organization (p.60). Strategic planning within the human resource
department stated by Aguinis (2013) permits human resource managers to assess their
environment in order to enrich their capability to get used to the organization’s
environmental modifications and support the business in expecting those changes in the
near future (p. 60). Strategic planning places human resource managers in a position
where they are able to apply human resource development within the organization. Noe
(2013) states that human resource development professional’s play a key role in
instructional scheme plans, on-the-job teaching, employee performance improvement and
occupation and assignment examination (p.46).
4.2.1. Strategy – Develop an effective and efficient training system to produce
high performing employee’s in order to maximize performance within the
organization.
 Assemble a multidisciplinary change team of leaders and personnel who are
familiar with current training processes.
 Ensure representation from senior, clinical and front-line employees relating to
leadership and training.

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 Identify problems and opportunities relating to employee performance within
the organization.
 Review the labor force performance data.
 Identify the processes where the training issues and challenges occurred within
the organization.
 Recognize and assess root cause analyses, failure approaches and effects
analyses.
4.2.2. Strategy- Design a compensation structure to minimize turnover ratio and
to retain valuable and high performing employees.
 Identify what current competitors are paying employees relating to wages.
 Define the compensation structure.
 Tie compensation structure to the complete business strategy.
 Modify organizational values and strengthen it with compensation.
 Reward employee performances within the organization that drive outcomes.
 Measure the organizations return relating to the invested payroll of the
business.
4.2.3. Strategy- Construct and implement a performance management system
using well-known components and criterions the business direction of the
organization.
 Identify the whole spectrum of employee performance.
 Identify the organizations labor force unit actions.
 Recognize employee successes that support the businesses’ objectives.
 Identify how to measure and monitor performance within the organization.
 Identify what successes should be involved as elements in the performance
plan.
 Identify and implement what element to utilize for the performance plan.
5. Implementation – Implementation of an annual human resource operating plan can make or
break an organization due to how the plan is introduced within the labor force and with
various levels of management. When implementing a new process or system the following
needs to be in place “ a leader, shared need, vision, engagement of employees, effective

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human resource department decision making, organizational support and metrics in place to
monitor how the organization is performing” (Allen, Brockbank, Nyman, Ulrich, Younger &,
2009, p.155).
5.1. Constraints – Novant Health Kernersville Medical Center consist of the following
constraints: workers push back, absence of trust, over budget, lack of leadership and lack
of resources. Lack of leadership “is becoming gradually problematic to address if linking
senior administration of strategic undertakings proactively at the operating level is not
carried out successfully, perchance through poorly executed performance management
frameworks” (Chau, 2008, p.3). These constraints can hinder the operations and
productivity of this business due to ineffective implementation and practices to support
the overall human resource operating plan as a whole entity. To address the constraints
stated above it is imperative that the organization have actions plans for potential risks
and issues that could occur to ensure that the business is able to progress and maintain
success and growth overall. The action plans will act as guidelines for the business of
what steps and protocol must be utilized to stay on track with successfully and
competently implementing the human resource annual operating plan within the
organization. There will be a committee in place who monitors the potential risks and
how those risks will affect the operations of the organization. This committee will
provide effective and efficient solutions to risks that could hinder the organization
relating to productivity and success.
5.2. Collaboration –This organization will have to collaborate with others within the
organization to ensure that the implementation process of the annual human resource
operating plan is introduced appropriately and successfully, as well as fully.

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Organizations can be very large, so it takes others working with HR to accomplish this.
The personnel who will be involved during the collaboration process includes: front-line
employees, lower level management, the c-suite, stakeholders and vendors. These
personnel within the organization will support the annual human resource operating plan
by applying the necessary procedures and processes to accurately implement the
operating plan to aid the organization in achieving its strategic vision. These personnel
will aid the organization in obtaining support of the plan, build effective and efficient
work groups and solidarity among all personnel.
5.3. Communications – Novant Health Kernersville Medical Center’s human resources can
effectively communicate the implementation of this annual human resource operating
plan by: utilizing a survey for personnel through the intranet, written blogs, video blogs
and emails sent directly to personnel within the organization. These various methods of
communications will permit the organization to be able to communicate effectively in a
timely manner to the right personnel who will need the valuable data.
6. Measurement and Assessment: A balanced scorecard (BSC), (See Appendix C) is
imperative for various organizations in today’s society to obtain the strategic vision
effectively and efficiently. The balanced scorecard described by Chavan (2009) says that, “it
gives the organization details regarding monetary and nonfinancial methods that make up
their system in order to obtain organizational data as a whole entity” (p.4). The concept of a
balanced scorecard being utilized within an organization is to provide the business with the
necessary feedback regarding organizational operations and production. The balanced
scorecard permits the organization to identify where they stand relating to meeting
organizational objectives and the overall strategic vision. “ The balanced scorecard is a

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method where organizations are able to receive feedback and learning actions, where the
business is able to quantify where it stands involving the strategic journey of the
organization” (Chavan, 2009, p.5). Balanced scorecards allow organizations to be able to
determine if changes are needed to be implemented to aid the establishment in achieving the
strategic vision without any issues or conflict. The balanced scorecard enables the
organization to recognize “if the business is staying afloat and what interventions should be
evolved within the business. “If the balanced scorecard displays to the organization that
changes are needed, the business can redesign organizational initiatives to ensure the
balanced scorecard effectively links employee rewards to performance” (Chavan, 2009, p.6).
Balanced scorecards are significant relating to organizations because it “encourages leaders
within the organization to actively engage with the strategy implementation process, rather
than just monitoring the results” (Becker, Huselid & Ulrich, 2001, p.21). Many people
believe that a balance scorecard is just an organizational performance report; however, the
balance scored plays an essential role at measuring organizational performance and employee
development as a whole unit. If a balance scorecard is not effectively utilized within an
organization it could lead to not achieving the strategic visions and the organization failing
within the labor force relating to employee performance and efficiency. Balanced scorecards
permit organizations to be able to identify what objectives, strategies and metrics are needed
to ensure that all departments and the human resource department are operating at an
efficient and appropriate level. Balanced scorecards enables the organization to provide data
to the human resource department regarding what practices and procedures should be
implemented to achieve organizational aims. Obtaining this data will aid the human resource

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department in developing and implementing valuable metrics to monitor organizational
performance and progress.
6.1. HR Metrics: The following routine human resource metrics selected to be utilized
within this organization include: cost per hire, return on investment and training
development hours. Cost per hire was selected as a metric because it is important for the
organization to identify how much it costs the business to bring in new personnel due to
having a high turnover ratio. Comprehending the financial cost of acquiring new
personnel is important because it will permit the business to identify from the training and
performance if the organization is obtaining a return on their investment. Obtaining a
return on one’s investment is important for this organization because it permits the
business to stay afloat among competitors and displays to the organizations the benefits
from investing in personnel within the business as a whole. Training development hours
is imperative as a metric because this creates further knowledge and skills that can be
implemented within the labor force from employees. Human resource strategy metrics
chosen for Novant Health Kernersville Medical Center consists of metrics to assess the
following key elements: reward system, employee training and employment of intensive
training percent. These metrics were selected because they allow the organization to
create a reward system that acknowledges high performing personnel and displays how
effective the additional and intensive training is aiding the organization in achieving its
strategic vision. Understanding how effective the current reward system and training will
enable the organization to make the necessary changes to achieve organizational
objectives. Organizational capacity, organizational effectiveness and comprehension of
business strategy and mission. These elements are important to utilize as oversight

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organizational metrics because it displays how effective employees are relating to
performance, knowledge and skills as whole within the labor force. This will display if
their needs to be changes relating to how procedures and protocol are implemented within
the organization. Organizational capacity is essential for a metric due to realizing the
human capital that is in place within the organization that relates to skills, experience and
quality of service. Comprehension of the organizations strategy and mission is important
for the organization to monitor to maximize success and growth. Measuring how well
employees understand what it is the business is trying to achieve and how they will
achieve it is essential to effectively and efficiently assessing the data obtained from the
balance scorecard.
6.2. Reports Metrics to the Organization: The human resource routine metrics within this
organization will be reported to the human resource professionals in the HR department.
These human resource professionals will effectively be able to analyze the data to obtain
results that will aid the business in achieving objectives. The AHROP HR strategy
metrics will be reported to stakeholders, executive management, human resource
department professionals and lower level management. HR oversight organizational
metrics will be reported to the c-suite, human resource department, stakeholders and
lower level management. The HR oversight organizational metrics will be accessible
publicly and human resource routine metrics along with AHROP HR strategy metrics will
remain private within the organization. Monthly reports that should be reported and
distributed include: performance data relating to personnel, financial budgets, and
quantity of resources available, employees within labor force and efficiency of labor
production.

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7. References
Aguinis, H., (2013). Performance Management. 3rd Edition. 60
Allen, J., Brockbank, W., Nyman, M., Ulrich, D., Younger, J., &, (2009). Hr transformation:
building human resources from the outside in.United States of America: The McGraw-
Hill Companies, Inc.
Becker, B. E., M. A. Huselid, and D. Ulrich. (2001). The HR scorecard: Linking people,
Strategy, and Performance. Boston, MA: Harvard Business School Press, 2001. Print.
Becton, B. J., & Schraeder, M. (2009). Strategic Human Resources Management. Journal For
Quality & Participation, 31(4), 11-18.
Chau, V. S. (2008). The relationship of strategic performance management to team strategy,
company performance and organizational effectiveness. Team Performance
Management, 14(3), 113-117.
Chavan, M. (2009). The balanced scorecard: A new challenge. Journal of Management
Development, 28(5), 393–406. Retrieved from the Walden Library databases.
Dowell, B., & Silzer, R. (2010). Strategy-driven talent management. (p. 10). United States of
America: Guilford Press.
Garey, R., (2010). Business Literacy: Survival Guide for HR Professionals, 2-3
Haines, S., & McKinlay, J. (2007). Reinventing strategic planning: the systems thinking
approach. San Diego, CA: Systems Thinking Press
Noe, R., (2013). Employee Training and Development. 6th Edition. 46

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Poister, T. (2010). The Future of Strategic Planning in the Public Sector: Linking Strategic
Management and Performance. Public Administration Review, 70, 246-254.
Simons, R. (2010). Stress-test your strategy. Harvard Business Review, 88(11), 92-100.
Novant Health Kernersville Medical Center. (2015). Mission, vision and values. Novant Health
Organization, 1-2. Retrieved from http://www.novanthealth.org/home/about-us/mission-
vision--values.aspx
8. Appendix
A. HR Gap Analysis
B. HR SWOT Analysis
C. HR Balanced Scorecard

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Appendix A
HR Gap Analysis for Novant Health Kernersville Medical Center
Key Organization
Strategies
Key HR Strategies Gaps Between HR & Org
Strategies
Provide a remarkable patient
experience to improve the
overall quality of care and
performance within the
organization.
Develop an effective and
efficient training system to
produce high performing
employees in order to
maximize performance as a
whole unit within the
organization.
The necessary resources to
cultivate the training system
protocol and best practices
are lacking within this
organization and effective
communication on how to
carry out this task is not
present from the human
resource department and the
organization.
Cultivate a rewards program
to decrease the turnover ratio
among employees within the
labor force.
Design a compensation
structure that minimizes high
turnover ratio in order to
retain valuable and high
performing employees.
A gap does not exist.
Develop a high performing
and diverse applicant pool
within the labor force to
compete among competitors.
Hire and retain employees
who are diverse and have the
capabilities to obtain the
organizations strategic vision
through skills, knowledge and
effective training.
Identify and create a hiring
and training system that
acknowledges diverse and
high achieving employees
within the organization to
obtain objectives and
organizational needs that
align with the strategic vision.

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Appendix B
HR SWOT Matrix for Novant Health Kernersville Medical Center
Strengths Weaknesses
Internal
 Competitive compensation packages
for employees.
 Succession plan.
 Effective leadership in place c-suite.
 Competitive benefits
 Efficient and effective training.
 Innovative technology.
 Higher wage trends.
 No gaps relating to organizational
benefits.
 High turnover ratio.
 Weak leadership among lower level
management.
 Low employee morale.
 Budget constraints.
 Ineffective training practices.
 Subpar practices and protocol.
 Absence of management development in
place.
Opportunities Threats
External
 Global talent
 Labor force growth
 Knowledge capital.
 Hiring the competition’s high
performing talent.
 Additional funding for resources.
 Shift in economy.
 Reimbursement.
 Competition’s competitive wages.
 Competing organizations
 Regulatory compliance.
 Long commuting times to work for
employees.

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Appendix C
HR Balanced Scorecard for Novant Health Kernersville Medical Center
Metric**
(Name of Metric)
Formula
(Numerator/Denominator)
% Met or
Exceeded*
HR Routine
Metrics
1. Cost per hire recruitment costs ÷
(compensation cost + benefits
cost)
2. Return on
Investment
(ROI)
(total benefit – total costs) x
100
3. Training/devel
opment hours
sum of total training hours ÷
total # of employees
AHROP
HR Strategy
Metrics
1. Reward
System
Employee efficiency
percentage divided by
employee inefficiency
percentage.
2. Employee Training Total # of workers receiving
mandated training divided by
the total # of eligible workers.
3. Employment of
intensive training
percent
Total number of workers
utilizing the intensive training
program ÷ total number of
workers eligible to utilize the
intensive training program
4.
HR
Organizational
1. Organizational
Efficiency
# Of satisfied workers divided by
total # of workers.

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Metric**
(Name of Metric)
Formula
(Numerator/Denominator)
% Met or
Exceeded*
Oversight
Metrics
2. Clearness of business
strategy and mission
% of workers who comprehend
the business strategy and
mission divided by the total
number of workers, as a %.
3. Organizational
capacity
It measures the organization’s
human resources, its quality,
skills, and experience.

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