Introduction
Being an RN at an NYS OMH inpatient psychiatric facility, I have learned a lot about the existing HR practices and can identify some of their benefits. Once the applicant is hired, they have several background checks (including blood tests, fingerprints, and others). This rigid control ensures that the hired staff can perform the necessary tasks properly and no violations will occur. All new employees have a lasting orientation consisting of classroom and on-the-job training. A combination of such methods ensures that the staff receives the necessary skills and knowledge necessary to address the needs of patients in a particular setting (Chenhall et al., 2017). All these measures are aimed at ensuring that no employee has an undesirable background and can complete the necessary tasks properly.
Negative Aspects
Although the set of HR practices mentioned above contributes to effective HR management, some negative outcomes can be considered. One of the major concerns related to background checking and orientation is the duration of orientation which lasts for approximately a year. This period can be reduced by several months as the employees’ unfitness is usually discovered during the first three or four months. Some of the tests are rather rigid and can hardly be applied to all populations. Finally, training plans should also be improved as such areas as reflective practice, emotional intelligence, and resilience development are not covered (Chenhall et al., 2017; Foster et al., 2018). At the same time, these aspects are important to ensure the appropriate quality of provided care and employees’ job satisfaction.
Building on Employees’ Current Strengths
To leverage employee performance, the facility should improve certain hiring and training practices. As for hiring, Artificial Intelligence can become an effective strategy as the use of technology has already proved its efficiency in the mental health context (Matheny et al., 2020). Large volumes of data can be processed within a limited period to ensure that the applicants with the necessary skills, knowledge, as well as background, and traits, are reached and hired. Performance measurement is another area to concentrate on as the lasting orientation period is quite ineffective, while performance measurement could facilitate the orientation process and make nurses more motivated (Chenhall et al., 2017). Finally, staff training and development should be improved considerably. Class and on-the-job training should include the discussion of such areas as resilience, conflict management, emotional intelligence, and others (Foster et al., 2018; Sweeney et al., 2018; Nyblade et al., 2019). It is important to ensure the proper implementation of training programs with evaluation and improvements to be made.
Building a Culture of Learning to Improve Performance Outcomes
The development and training of medical personnel are one of the major pillars of proper organizational performance. As mentioned above, nurses need to improve their skills in the implementation of diverse procedures, but they also need increased knowledge of emotional intelligence, cultural diversity, and resilience (Foster et al., 2018; Sweeney et al., 2018; Nyblade et al., 2019). This training will be one of the central components of the learning culture that has to be established in the organization. It is important to develop effective communication channels based on existing information systems. Nurses have to access data and be able to share information, as well as their concerns and ideas regarding improvements. Learning culture can also be fostered by the provision of educational opportunities, including on-the-job and formal options.
HR Specialist Position Integration
HR specialists tend to be somewhat isolated from medical staff, which is a common issue in the healthcare setting. To integrate HR specialists within the organization, it is necessary to concentrate on such areas as staff training, staff development, and quality management (Sweeney et al., 2018). The HR specialist can develop educational programs and this practitioner can also provide educational services, which is beneficial in the period of financial constraints. Quality management can be the area where the HR specialist can be completely involved (Chenhall et al., 2017). Staff development is another area where HR specialists can play key roles as they can develop initiatives that encompass mentorship, collaboration, and information exchange.
HR Specialist Position Integration: Plan
The exact framework of HR specialist integration implies the creation of an initiative team that will be the core of the development of various projects and programs. The team will consist of the HR specialist, nurse leader, nurse manager, and administrator. The team will also have temporary members if necessary, depending on the nature of the project. The team will have regular meetings devoted to the discussion and development of programs aimed at performance improvement and quality improvement. Every employee will be able to initiate a discussion of some issues and, potentially, the development of the corresponding project. The development of any program will involve close communication and collaboration between the team and nurse practitioners. It is critical to ensure that the outcomes of each program are evaluated and that the findings are made available to all staff members.
Recommendations: Technology
As mentioned above, the use of Artificial Intelligence can improve the hiring process considerably. This technology enables HR specialists to locate applicants with the necessary sets of skills and knowledge (Matheny et al., 2020). Moreover, people of certain mindsets can also be more visible with the use of this advance in HR practice. In addition, the administration of the facility should consider introducing advanced monitoring devices. Notification systems can be helpful as the nursing staff is often overloaded with tasks, and some notes can be instrumental in avoiding medical errors. Finally, the current information system can be improved. All nurses should have access to additional libraries to facilitate their self-development. Reporting and sharing data should also be improved by creating new forms and protocols.
It is necessary to decrease the orientation period making it more intense. New nurses can receive training that will be intensified, and all nurse practitioners will have to undergo regular performance checks (self-reporting and performance indicator checks) will take place. Based on performance measurement, new nurses will pass the orientation period within a shorter period. Staff development will be realized through mentorship programs and promotional opportunities with a chance to obtain a formal education. Employees will be rewarded based on performance measurement, which can take different forms, including but not confined to monetary bonuses, more flexible schedules, and promotional and educational opportunities.
Lessons Learned and Personal Implications
This course has provided helpful insights into the latest advances in HR management. Some of the most valuable areas considered were the utilization of technology in HR practice and the diverse implications of this use. I also learned about various strategies aimed at quality management, which will ensure my effectiveness as an HR specialist. One of the central ideas to remember for me is the need to build on people’s strengths and existing skills. I will start with the identification of these strengths and will work closely with each employee to facilitate their professional growth. My background as a nurse in the mental health environment will help me understand the needs of the medical staff better.
Conclusion
I plan to become an HR specialist in our facility within three months (by April 2022). I will immediately start working on the development of programs and initiatives aimed at improving the existing practices related to staff training and development, quality management, and knowledge management. By summer 2022, I intend to implement some of these programs and make them a part of the facility’s practices. I will also contribute to the development of the culture of learning by facilitating the medical staff’s development and knowledge sharing.
References
Chenhall, R. H., Hall, M., & Smith, D. (2017). The expressive role of performance measurement systems: A field study of a mental health development project. Accounting, Organizations and Society, 63, 60-75. Web.
Foster, K., Roche, M., Delgado, C., Cuzzillo, C., Giandinoto, J. A., & Furness, T. (2018). Resilience and mental health nursing: An integrative review of international literature. International Journal of Mental Health Nursing, 28(1), 71-85. Web.
Matheny, M. E., Whicher, D., & Thadaney Israni, S. (2020). Artificial intelligence in health care. JAMA, 323(6), 509-510. Web.
Nyblade, L., Stockton, M. A., Giger, K., Bond, V., Ekstrand, M. L., Lean, R. M., Mitchell, E. M. H., Nelson, R. E., Sapag, J. C., Siraprapasiri, T., Turan, J., & Wouters, E. (2019). Stigma in health facilities: Why it matters and how we can change it. BMC Medicine, 17(1), 1-15. Web.
Sweeney, A., Filson, B., Kennedy, A., Collinson, L., & Gillard, S. (2018). A paradigm shift: Relationships in trauma-informed mental health services. Bjpsych Advances, 24(5), 319-333. Web.