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AHS: Course of Actions for Strategic Planning

For a healthcare organization catering specifically to the needs of a specific and rather vulnerable demographic, remaining competitive in the health sector and ensuring that all stakeholders are listened to and recognized as important in the healthcare system. As the case of AHS shows, the need for sustainable innovation should be placed at the core of a company’s management and leadership frameworks. In order to ensure that AHS continues its triumphant performance in the target setting, the current strategic planning must revolve around encouraging employees to accept the notion of incremental innovation and lifelong learning to build a stronger and more efficient system for meeting diverse patients’ needs.

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For an HR manager at AHS to ensure that the set goals are met, particularly that staff members are encouraged to develop the required skills and that AHS becomes capable of foraying into a new area, particularly the realm of pediatric care, an HR manager will need to introduce several critical steps for promoting change (Chung & Chin, 2018). Based on the current HR capability, the staff members are marginally ready for the change to be implemented; however, minor resistance to change can be expected, which is why providing training sessions and, most importantly, consultations and continuous support of line managers, will be critical. Furthermore, the quality expectations must be set accurately. Last but not least, the opportunity for staff members to voice their opinions concerning the changes within the workplace and their considerations on the positive and negative effects will have to be heard so that staff members can feel that their opinions are valued.

The involvement of key stakeholders in the strategic planning process is, therefore, instrumental for the further success of change management and the implementation of the innovative approach in question at AHS. Specifically, employees will have to be introduced to the process of policymaking within the organization and the task of shaping and improving essential stages of healthcare service delivery. Namely, the AHS staff will contribute to understanding how the proposed training sessions should factor into the current schedule of the employees (Chung & Chin, 2018). Moreover, by consulting with staff members concerning innovative solutions to be introduced into the target environment, managers will determine the range and scope of challenges associated with the identified changes.

Similarly, the very reasonability for implementing the change in question will be defined by evaluating the feedback from staff members and processing it to direct the further process of change management accordingly. Specifically, nurses will be asked to share their opinions concerning the efficacy of courses and training sessions, the usefulness of consultations, and the outcomes of changes in the workplace schedule and workload. In addition, the proposed change is expected to help address the problem of increased turnover among staff members. Namely, it is expected that, with the rise in motivation and engagement among the employees, their willingness to remain a part of the company will rise (Barba-Aragón & Jiménez-Jiménez, 2020). Thus, the proposed emphasis on enhancing the role of staff members as key organizational stakeholders is expected to be quite positive.

Given the change in HS’s mission and vision, appropriate alterations must be made so that its new framework for strategic planning could reflect them respectively. Namely, since AHS’s mission and vision will eb centered on the promotion of innovation across all of its departments, primarily the HRM one, the corporate strategy will have to reflect it by being grounded in the concept of innovative thinking, as well as the promotion of continuous support for all stakeholders involved (Da Silva et al., 2020). Specifically, apart from expanding its reach toward other members of the local community by developing a framework for pediatric care, AHS will need to consider focusing on building premises for staff training (Chung & Chin, 2018). Thus, the basis for employees’ unceasing professional development will be established.

The described change in eh strategic planning will reflect the alterations in AHS’s mission and vision. In turn, to ensure that the alignment between strategic planning and corporate philosophy remains in place, quality assistance tools with a higher degree of efficacy will have to be introduced (Azizi et al., 2021). Namely, reports and checks will be used along with an improved communication channel for receiving feedback from patients so that AHS staff can remain consistent and ethical in their performance and decision-making.

By incorporating the principles of incremental innovation into its organizational setting, AHS will be able to continue meeting the needs of patients from diverse backgrounds, with Asian members of the local community remaining the priority. Specifically, HR managers at AHS will need to focus on the development of training opportunities and options for active professional learning so that the organization can ensure that the quality of services remains decent and that patients choose AHS due to its advantages and not due to the absence of an alternative. Therefore, expansion of the service range, enhanced focus on the needs of the community, and the promotion of incremental innovation as the foundational principles for reshaping the current HRM approach and employees’ performance will have to be established.

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References

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), 1-9. Web.

Barba-Aragón, M. I., & Jiménez-Jiménez, D. (2020). HRM and radical innovation: A dual approach with exploration as a mediator. European Management Journal, 38(5), 791-803. Web.

Chung K., & Chin, W. N. (2015). Asian Health Services: Rediscovering a blue ocean. Web.

Da Silva, J., Riana, I. G., & Soares, A. D. C. (2020). The effect of human resources management practices on innovation and employee performance (Study CONDUCTED at NGOs members of FONGTIL) Dili. International Journal of Multicultural and Multireligious Understanding, 7(9), 322-330. Web.

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