Org of HRM in hospitals and Recent Trends.pptx

ORGANISATION OF HRM IN HOSPTALS
LINE & STAFF RELATIONS
&
RECENT TRENDS
SURG CAPT B VIJAYA KUMAR,
MBBS, MBA (HOSPITAL
ADMINISTRATION), MPHIL (DEFENCE
& STRATEGIC STUDIES), (MMS)
28 August 2023 Surg Capt B Vijaya Kumar, veekay0075@gmail.com

Learning Objectives
We should be able to:
 Define the competencies required for healthcare HR professionals
 Describe the importance of attaining HR management credentials
 Explain the relationship between the type of HCO and the level of senior HR
position
 Discuss how the healthcare industry compares to other industries on HR
staffing and expenditures
 Explain the importance of HR programs to the delivery of safe, competent
healthcare

Organisation of HRM in Hospitals
• Designing & Maintenance of an appropriate operational organisation
• Structural relationship between the various factors
• Overcome the limitations of people
• Create an environment conducive for generation of max work output

Organisation of HRM in Hospitals
• The two organisational structures are
• The formal -
• System of well-defined jobs,
• Definite measure of authority
• Designed to enable the people of the enterprise to work most effectively together in
accomplishing their objectives
• The informal -
• Refers largely to what people do because they are human personalities to their action’’ in
terms of needs
• Emotions, and attitudes, not in terms of procedures and regulations
• People work together because of their personal likes and dislikes.

Healthcare HR Management Competencies
Competence is… ???
More than a list of skills…
it encompasses how healthcare HR professionals define their work
HR professionals must view their work in a broader, more strategic
sense.

Model Competencies for HR Professionals

Emotional Intelligence – A Core Competency
Emotional Intelligence…
Proficiencies in intrapersonal and interpersonal skills in the areas
of self-awareness, self-regulation, self-motivation, social
awareness, and social skills.

Strategic HR Thinking
HR professionals go beyond the operational and
administrative roles and contribute strategically by:
• Identifying employee issues and educating leaders on these issues
for them to use in strategic planning
• Applying HR theory and knowledge to affect organizational results
• Creating long-range (ten years out) agendas that do not focus on
only the present
• Identifying, promoting, and rewarding organizational change and
problem solving

Position of a HR Department in HCO

Two useful ways to measure HR:
Staffing Ratios
Median ratio of HR staff to total headcount:
All Industries: 1.0 HR staff member per 100 employees
Healthcare Industry: 0.7 HR staff member per 100 employees
Budget Expenditures
Median HR budget expenditure per employee:
All Industries: ???
Healthcare Industry: ???
Measuring Healthcare HR Management

Function Measures
• The efficiency and effectiveness of the HR function
HR Metrics
Operational Measures
– Productivity and profitability in management & HR
activities, including revenue per employee
Strategic Measures
– Future oriented and part of the organizational
planning

HR Ratios and Measures for Assessment

The provided HR ratios and measures for assessment are
only useful when used in comparison to other data.
Comparison methodology includes:
Internal data can be compared by:
• Time (monthly, quarterly, or annually)
• Department to department or to total organization
• Position
External data can be compared across groups by:
• Industry (total healthcare)
• Industry segment (nursing homes, community hospitals, clinics)
• Position group (professionals, managers, etc.)
Use of HR Ratios and Measures for Assessment

• Several processes are in place to ensure competent and safe
healthcare for consumers:
• Governmental oversight
• Local, county, and state health departments
• Independent agencies
• Quality review organizations (i.e. JCAHO)
• In addition, healthcare organizations have the need to seek a
competitive position, which requires a competent workforce.
Quality Care and HR Management

Line and Staff
Relationships

Line Authority
• Line Authority is directly
related with attainment
of the organisational
objectives

• Advantages
• Simple and easy to understand
• Delegation of authority is clear
• Channel of communication is clear
• Ensures discipline
• Disadvantages
• Rigid
• Neglects advices from experts
• Limited to small organisation
Line Authority

Staff Authority
• Helps Line Authority in attaining
the organisational objectives
• Giving advice to line managers to
carry out the operation
• 3 types
• Advisory Staff Authority
• Compulsory Staff Consultation
• Concurring Authority

• Advantages
• Improves quality of decision
• Reduces complexity to Line
Authority
• Leads to innovations
• Disadvantages
• Managerial problems
• Weakens Line Authority
Staff Authority

Departmentation
• Process of dividing large monolithic organisation into small,
flexible administrative groups.
• Autonomous
• Operating efficiency
• Fixing of responsibilities
• Appraisal identification
• Budget preparation
• Control over expenditure

Functional Organisation Structure

Changing Role of the HR Function
• HR functions is made as line managers responsibility.
• No longer HR is regarded as lowly paid clerical work executed by
staff specialists.
• Close linkages are necessary between business strategy and HR
strategy.
• Organisationsal philosophy, HR has been made line responsibility.
• Competitive business conditions

Changing Role of the HR Function

Recent Trends

11 HR Trends for 2023: Driving Change and Adding Business Value

HR as a Product

Collaboration by Design

Talent Marketplaces & Talent Allocation
• One of the biggest lessons learned from the pandemic is the fact that companies can no longer solely rely on buying
their talent externally. Instead, the tight labor market has forced them to make better use of the talent they already
have.
• Better talent allocation through talent marketplaces. In a word, talent marketplaces help connect employees within an
organization or a sector to internal career opportunities. These include job openings, but also cross-departmental projects,
temporary assignments, and other initiatives.
• In the shipbuilding industry, professionals are deployed when a new assignment comes in, only to ‘jump ship’ when the
contract is about to complete, and a competitor company gets the next big contract. This way, the employee works on
relevant projects and can build their own capabilities. Conversely, the company is able to quickly deploy a temporary but
skilled workforce based on the projects available.
• Importance of (planned) skill development. As a consequence, more and more companies are looking into partnering up
with their strategic partners to create common talent marketplaces.

Career Experiences

HR Owning Business Transformation
• Transformation becoming increasingly common and HR should play
a key role in leading these change efforts.
• Closer interaction and cooperation with departments across the
organization.
• HR needs to connect the leadership and business needs with
employees’ capabilities.
• Create internal talent marketplaces, ensuring better collaboration
in the new hybrid era of work, weaving purpose through the
organization’s business culture and activities, or driving more data-
driven decisions, HR will need to own many of these essential
processes going forward because business and reality demand it.

Preparing for Multiple Futures
• The future of work, above all else, is flexible and ambiguous.
• The world has become too unpredictable to only be prepared for one
possible future.
• Rising demand more flexibility.
• By leveraging data-driven workforce and scenario planning,
• Agile, resilient and adaptive strategies for evolving.
• Scenario building for a corresponding strategic response to ensure
organisation is ready to deal with any eventuality.
• Agility and swift reaction necessary to survive the fast-paced reality
and get ready for multiple futures.

HR Tech for Good
• HR professionals will need to become more tech savvy as HR
tech is evolving fast.
• They must develop digital proficiency to be able to understand
the basics of algorithms.
• That will also enable them to ask vendors the right questions
when choosing the right technology for their organizations.

From DEI to DEI&B
• More traditional ‘diversity and inclusion’ (or D&I) is not enough in a society
that is inherently biased. This has helped the field move towards ‘diversity,
equity, and inclusion’ (or DEI).
• But, being diverse, equitable, and inclusive is not enough to create a work
environment that helps people get the best out of themselves and one that
will be fit for the new era of work. Even a workplace that intends to be
diverse, equitable, and inclusive sometimes fails to retain employees from
underrepresented groups because they don’t feel like they belong.
• Belonging at work adds to the DEI equation. On the one hand, it is about
“longing to be”, while on the other hand, it is about “being for long”,
representing an affective and a temporal dimension. Belonging in the
workplace brings a shift towards psychological safety and real
inclusion.
• DEIB represents being a long-term, integral part of the organization.

The Shift from People Analytics to Data
Literacy
• Need to more effectively implement people analytics in their
(HR) organization
• data literacy and put data to good use
• better understanding of data to effectively implement people
analytics
• added value of HR professionals is in translating analytical
outcomes and insights into actions

Impactful Rewards

The Skills Economy
• Half-life of professional skills reduced from 10 to 15 years to five
years, with more technical skills at just two and a half years.
• Skills determine rewards.
• specific upskilling tracks with the promise of a new career in
information technology or other fields after completing the track.
• New resumes for easier to identification of specific and relevant
skills.
• Accurately mapping of available internal skills.
• Hiring, towards more data-driven skills testing.
• The relevance of educational history wanes as people’s work
experiences increase.
• From Right person to right job …. To…. Right skill to right job.

Conclusion
• The field of human resource management is changing faster than ever
to witness most fascinating transformations in business. This is an
exciting time to be working in the HR function. With challenges
abound, never before has HR played a more critical role in helping
organizations remain competitive.

Conclusion
• Whether it is through driving better collaboration in the new era of
work, facilitating better career experience, creating internal
marketplaces to ease the pressure caused by talent shortages, owning
business transformation, or delivering inclusive and purpose-driven
organizations to provide equitable benefits, HR will be part of the
solution to and will remain at the forefront of all important business
challenges of next year.

Conclusion
• Without a proactive and future-proof HR, companies will stagnate.
That’s why HR professionals need to build on their success in 2021
and push the boundaries of the possible in 2022 to bring even more
added value to their businesses.

Discussions

Thank You

Org of HRM in hospitals and Recent Trends.pptx

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