Introduction
- Primarily focus – healthcare – Washington University School of Medicine.
- The organization – values human resources – determinant of the quality of healthcare services.
- Washington University School of Medicine – comprehensive talent acquisition and development policies that focus on “independence, boldness and originality of thought” (Washington University, 2021, para. 3).
- Problems – poor reach, weak online presence, and vertical hierarchy.
- More horizontal organizational structure – increase the exchange of knowledge, experience, and skills.
- Mentorship programs – facilitate better use of internal resources.
Pros and Cons
Pros of the current system:
- A high degree of behavioral control.
- Efficient realization of short-term goals.
- Heavy focus on retention and training.
- Thorough hiring process.
Cons:
- Long-term operational inefficiencies (Cogin et al., 2016).
- Low reach for new candidates.
- An excessively lengthy hiring process.
- Employee shortage and high workload.
Immediate Hiring and Training Needs
Immediate needs of Washington University School of Medicine:
- Need for highly skilled medical workers.
- Need for increased reach for potential candidates.
- Need for a replacement for retiring senior positions.
- Need for stronger online presence.
- Need for facilitation of proactive engagement from employees.
Employee’s Current Strengths
- All entry-level employees – highly qualified and professional – thorough selection process.
- All senior employees – experienced
- All mid-range employees – skilled – training.
- Reducing the strict hierarchal structure – transfer of skills, knowledge, and experience among all employees.
- Introducing mentorship – increase diversity within the organization.
Proposed Plans
- HR specialist – focus on medical workers and their skills, knowledge, and experience’s impact on quality of care as well as safety.
- “The most important skill required for the healthcare workforce to deliver high-quality care to patients is the human resource development. By appropriate workforce development, healthcare organizations can provide high-quality services to patients” (Ramadevi et al., 2016, p. 387).
- HR generalist – focus on the adherence to the currently established HR policies in order to preserve the core integrity of the organizational values.
- The current policies – preservation of the fundamental practice.
- HR leadership – focus on gradual organizational restructure from highly vertical to more horizontal one – effective communication with other organizational leaders and employees.
- HR leaders – cooperate with key organizational figures and representatives of all three employee categories – exchange of skills, experience, and knowledge.
- HR consultant – focus on identification of major problematic areas of the talent transition processes and provision of acquired information to the HR team.
- HR consultants – monitoring the implementation of the proposed plans and collecting essential data with recommendations for potential improvements.
Recommendations to the Leadership
The leadership recommendations:
- Should bolster its marketing department and encourage activities – strengthen the organization’s online presence.
- Increase the overall reach for the potential candidates – increase the pool for further selection.
- Separation between senior, mid-range, and entry-level employees – hierarchy.
- Should make the organization more horizontal – increase competence among workers.
- Professional competency is highly correlated with organizational commitment (Karami et al., 2017).
- Should encourage collaboration and cooperation between experienced and new employees.
- Enable an unhindered transfer of skill, knowledge, and experience.
- Such an approach – a cascading effect.
- No worker shortage and workload – higher job satisfaction and patient safety.
Personal Development Plan
The gained knowledge – used for the cultivation of novel ideas in the organization since it is highly stubborn for change.
The implementation of organizational structure changes – on the basis of knowledge gained throughout the course.
Factor in the elements of organizational culture.
Identifying the problematic points in the current state of the organization.
Increase the reach for potential candidates with the use of online instruments.
Conclusion
Washington University School of Medicine – core values and principles.
Strong selection and training processes.
Poor reach – a weak online presence – vertical hierarchy.
More horizontal organizational structure – increase the exchange of knowledge, experience, and skills.
Mentorship programs – facilitate better use of internal resources.
A better reach – online tools – improve the worker shortage problem.
References
Cogin, J. A., Ng, J. L., & Lee, I. (2016). Controlling healthcare professionals: how human resource management influences job attitudes and operational efficiency. Human Resources for Health, 14(1), 1-8.
Karami, A., Farokhzadian, J., & Foroughameri, G. (2017). Nurses’ professional competency and organizational commitment: Is it important for human resource management? PLOS ONE, 12(11), 1-15.
Ramadevi, D., Gunasekaran, A., Roy, M., Rai, B. K., & Senthilkumar, S. A. (2016). Human resource management in a healthcare environment: framework and case study. Industrial and Commercial Training, 48(8), 387–393.
Washington University. (2021). Working at the School of Medicine. Washington University in St. Louis.