Human Resource Strategy Formulation Process

Question: Discuss about the Human Resource Strategy for Formulation Process. Answer: Introduction: The development and building of management capacity is the main factor, which can help the hospital to achieve the kind of organization they want. Low morale, high stress level and turnover rates can be addressed and enhanced through effective people management. Poor people management skills can not only cause problems to the employees but also to the organization as well. Communication within the hospital is one of the most important factors affecting the effective management of people (Purce, 2014). Communication in the hospital has to be three ways down, up and across in order to develop open communication culture within the hospital. This can only be acquired by adopting both informal and formal methods, which could range from team meeting and briefings to newsletters and intranets and also a development of a culture within which the staff and managers interact with each other daily in the course of their work (Storey, 2014). Seniors managers particularly at departmental and unit level within the hospitals should be given the responsibility to meet and discuss with the staffs and make note of objectives and document purpose with respect to fairness and quality. The hospital has to develop a sound framework for management development, career planning, personal development planning and recruitment. The CEO also has to develop a sound framework for the managers who have been entrusted with the responsibility of people management within the hospital (Berman et al., 2015). The management skillets of specific people have to be targeted for the purpose of enhancement of their skills through training development programs. In this case, the CEO also has to take measures to evaluate and document the development of the skills of the managers (Renwick, Redman Maguire, 2013). Work life quality enhancement: The hospital has no integrated approach for the purpose of maintain the health and safety of the hospital staff. Despite being a hospital, the unavailability of health and safety management within it is not acceptable. If these measures are not present within the hospital, it would eventually lead to the development of a compensation culture where all such disputes would be subjected to litigation. The hospital has to develop an implementation plan with respect to the guidelines on occupational health and safety within the organization and the involvement of the CEO, departmental head and staff representatives has to be ensured in this case. Accommodation off diversity and giving equal opportunities within a workplace identifies the skills and talents of all staff and gives opportunities of promotion and employment to broad sector of staff or potential staff. In this respect, the hospital has to develop action plans for the equal opportunities and diver sity accommodation to all staffs with the involvement of unions, mangers and departmental heads. The hospital also has to develop tools, which will help the managers in providing equal opportunities and diversity accommodation with respect to their role as managers. The hospital, with proper consultation with the employee representatives and other stakeholders has to develop principles for variable attendance with respect to flexible working hours for the staff. This has to be evaluated through surveys relating staff satisfaction (Kramar, 2014). Implementation and devising of good practice employment procedure and policies: hospital is a place, which provided essential services related to the public. In order to ensure that such services are provided effectively employment policies and procedures have to be framed in such a way that they support the effective implementation of the services. This can be achieved through creating a comprehensive set of tools in order to support people management, improved level of knowledge for the line managers about employment policies and procedures. The hospital has to take the example of the second hospital in the case study and develop the body of procedure and policies through creating a policies and procedure data bank with respect to medium and long-term development (Bratton Gold, 2012). Investment in development and training of employees: In order to develop high standards of services within the hospital it is essential to focus on development and training of the service providers. The hospital has to develop a planned training problem in order to enhance the skill of the hospital staff, this plan has to be cost effective in order to maximize the benefits towards the organization. This will make the staff feel that the hospital management is concerted towards their personal development and eventually enhance there relationship with the management. The hospital also has to implement a general induction program for the news staff and make them accustomed to their work. The CEO also has to take the initiative of introducing e learning for the development of the hospital staff (Ehnert Harry, 2012). Performance management development: The process of performance management help the staff set personal goals for themselves and also provides a scope for them to contribute ideas for the improvement of services. Feedback with respect to performance generally motivates the staff to enhance their skill and get a sense of responsibility towards the organization. The hospital should manage the performance of its staff in such a way that the performance is consistent with the overall goals of the hospital. The hospital has to go about this process by keeping in mind both the personal development of staff along with the overall growth of the organization. The main features, which have to be included by the CEO towards performance management of the hospital staff, are (McGregor Simon, 2012): Clarity of role for the staff and the mangers Agreement over standard of performance Developing a three way communication plan Coaching and training with respect to the job A specific and timely feedback plan Addressing and identifying hurdles in performance management example, facilities, training and system. With respect to the above features, the hospital has to formalize and negotiate an agreed performance management framework. The plan has to be communicated and discussed with the stakeholders, managers and representatives of the staff. This project has to be supported with an appropriate training program for the managers. The weekly visit by a professional is not enough for addressing the day-to-day issues faced by the hospital. This process has to be evaluated by independent agencies for getting the best outcome from the project. However, it has to be noted that this process has to be realistic and planned in order to get the best outcome from the process (Buller McEvoy, 2012). Improving relationship between the hospital and the employees: the poor relationship between the organization and the employees has an adverse effect on the service users as well as the providers. The hospital is facing issues like absenteeism, staff shortage, disputes and grievances among the staff. The base cause of such issues is the lack of a harmonizing relationship between the Hospital and the staff. With respect to the second hospital in the case study it can be noted that as all staff are happy and satisfied because of the implementation of a proper management program these issues are much less in the second hospital. The service users of the hospital also get better services as compared to the first hospital; this is because there is a good and harmonizing relationship between the staff and the hospital, which leads to a sense of responsibility among the staff towards the hospital. The hospital has to develop new strategy with respect to enhancing the relation with the staff ; proper training has to be provided with respect to these strategies to the managers and it evaluation has to be done through the assessment to staff satisfaction (Mello, 2014). Key features for building a sustainable Human Resource Capability. The few key features that have to be considered to build a sustainable human resource capability are (Jamali, Dirani Harwood, 2015): Development of leadership Development and training Teamwork and collaboration Management of talent Multiculturalism and diversity Governance and ethics Engagement of workforce Change management Development of leadership: the hospital has to create a culture of development within it by giving enough scope of leadership to the employees of the hospital. The development of leadership within the employees helps the organization with respect to sustainable capabilities as the employees develop long-term responsibility towards the hospital (Roome, Raven Martineau, 2014). Development and training: The role of the managers in the hospital should also be to educate the staff about sustainable development of their personal goals and that of the hospitals. The managers also have to be trained about sustainable development with respect to their capabilities about human resource management. Sustainable development will not only help the managers to develop long-term capabilities but also help the staff in achieving personal goals through training and evaluation (Bamberger, Biron Meshoulam, 2014). Multiculturalism and diversity: Through accepting multiculturalism and diversity within the hospital and providing equal opportunities to the staff, the hospital can promote sustainable human resource capabilities within it. The hospital has to include metrics and transparency in their procedures and policies with respect to diversity and multiculturalism. The hospital has to focus of achieving cognitive diversity and Winning inclusive culture strategy. If the staff within the hospital is treated equally with respect to multiculturalism and diversity, it will help the hospital in the medium and long term, as it will improve the working condition within it, this will eventually lead to sustainable development of human resource capability (Mondy Martocchio, 2016). Governance and ethics: governance and ethics are very essential for developing the sustainable capabilities of the human resource management. If management is done in accordance with the code of ethics of the profession, it will bind to be effective in the future and provide a scope of development of its capabilities. The proper and ethical governance of the human resource will increase their trust in the management and they would take the problems faced by them to the management without hesitation. This development of the sense of trust within the staff will enhance and develop the capabilities of human resource within the hospital in the medium and long run (Mathis et al., 2016). Management of talent: significant contributions have to be made by the managers for the sustained development of capabilities with respect to talent management. The hospital staff has to be provided with right values and mental models in addition to their departmental expertise. Hiring the right people who would fit into the culture of the organization and enrich their skills within it is one of the most important challenges for the Human resource management necessary for the sustainable development of human resource capabilities (Hendry, 2012). Workforce engagement: involving the staff with respect to different aspects of the hospital would not only enhance their feeling of ownership with respect to their role but also help to provide better services for customer satisfaction. It is one of the aspects of the organization in which the support of the human resource managers is widely needed. When the employees know, their roles and responsibilities towards the hospital there would be fewer chances of disputes, as they will set their personal goals with respect to the overall goals of the hospital (Dias, 2016). Teamwork and collaboration: teamwork and collaboration among the managers would not only help them with the proper implementation of their duties but also will provided scope for a stronger bond between them and enhance across communication. If the implementation of the policies and procedures by the mangers are consistent and collaborated, it will be very helpful for the staff, as they would have clear and transparent objectives (Bennett Ho, 2014). Health and safety: health and safety measures within the hospital would not only cause fewer accidents in the future but also give a sense of security to the staff. The hospital through the adaptation of such measures would reduce risk of accidents in the future and eventually lesser staff disputes. This will broadly help in the sustainable development of human resource capabilities (Armstrong Taylor, 2014). Change management: The hospital has to have a stet tem for addressing the issues arising out of human resources. The managers have to modify their strategies with respect to change in working environment and have to adopt a flexible approach towards management for sustainable development of human recourse capabilities (Ulrich, 2013). References: Armstrong, M., Taylor, S. (2014).Armstrong's handbook of human resource management practice. Kogan Page Publishers. Bamberger, P. A., Biron, M., Meshoulam, I. (2014).Human resource strategy: Formulation, implementation, and impact. Routledge. Bennett, J. M., Ho, D. S. (2014). Human resource management. InPROJECT MANAGEMENT FOR ENGINEERS(pp. 231-249). Berman, E. M., Bowman, J. S., West, J. 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