It is necessary to note that an HR manager is expected to have an outstanding knowledge of the industry, and some aspects are incredibly valued by employers. The first skill set that should be highlighted is focused on compensation and benefits. Demands of healthcare professionals are always increasing, and one should be capable of offering packages that would attract new employees, and ensure that valuable specialists remain loyal. The second skill set focuses on recruitment and hiring. A manager must analyze available data to determine which individuals have potential. The role of communication skills also should not be overlooked, and it is imperative to collect as much information as possible during the interview. The third dimension is devoted to employee evaluation. One should develop evaluation strategies that would fit a particular healthcare facility, and it should help to increase productivity levels (Vermeeren et al., 2014).
Health care professionals that understand that their performance is measured are much more motivated. It is also beneficial to measure work engagement levels and determine the ways in which they may be improved (Shantz, Alfes, & Arevshatian, 2016). A manager should also utilize such techniques as training needs analysis and others to determine knowledge gaps that should be addressed. Lifelong learning is a core part of the modern healthcare industry, and a supervisor should provide employees with numerous opportunities that would help them to enhance their skills and get access to new information. A skill set of an individual determined to become an outstanding professional in this area should be quite diverse. Such aspects as conflict solving and change management can be crucial. Also, one should be capable of multitasking because one has a set of responsibilities, and it may be necessary to change priorities based on the situation.
It is important to understand that the vision of an organization is rather vague most of the time, and can be altered. However, its realization is a primary goal, and it is reasonable to involve every employee in the process. On the other hand, the mission is precise most of the time, and it is focused on the steps that would help to improve an organization in the long-term. Therefore, it is possible to set priorities, and an HR manager may develop the plans focused on the utilization of resources. One should ensure that employees are aware of the goals of the organization, and are determined to achieve them in the future (Cryts, 2016). A broad range of methods may be utilized in such cases. The mission and vision are quite different nowadays because the industry had to go through numerous changes, and much more attention is devoted to the needs of patients and the number of positive outcomes. Furthermore, these aspects became vital for every health care facility, and their strategies had to be modified. The most attention should be devoted to evidence-based practice because it helps to reduce unnecessary expenses, and resources can be used much more efficiently (Melnyk, 2014). It is understandable that registered nurses have a broad range of responsibilities, but both vision and mission should guide an HR manager, and affect his or her decision-making process. It is possible to state that they both are essential and help employees to get a better understanding of the organization’s direction. Overall, mission and vision should be well-developed to ensure that some of the complications that may occur are acknowledged, and numerous internal and external factors are taken into account.
References
Cryts, A. (2016). The changing face of healthcare leadership. Managed Healthcare Executive, 26(1), 29-32.
Melnyk, B. M. (2014). Evidence‐based practice as mission critical for healthcare quality and safety: A disconnect for many nurse executives. Worldviews on Evidence-Based Nursing, 11(3), 145-146.
Shantz, A., Alfes, K., & Arevshatian, L. (2016). HRM in Healthcare: the role of work engagement. Personnel Review, 45(2), 274-295.
Vermeeren, B., Steijn, B., Tummers, L., Lankhaar, M., Poerstamper, R., & Van Beek, S. (2014). HRM and its effect on employee, organizational and financial outcomes in health care organizations. Human Resources for Health, 12(1), 1-9.